GATEWAY
Teams and Teamwork
Department of Mechanical Engineering, The Ohio State University
Sl. #1
GATEWAY
Introduction
Teams  higher level of success for companies
Department of Mechanical Engineering, The Ohio State University
Sl. #2
GATEWAY
Definition of a Team
Group: an assembly of individuals who are
together due to common interest, skill or
characteristic
Team: a special work group whose members are
joined together in a united and coordinated
effort towards a goal and whose work is
mutually dependant with mutual
accountability.
Department of Mechanical Engineering, The Ohio State University
Sl. #3
GATEWAY
Benefits of a Team







Less stress
Responsibility is shared
Sharing of ideas
More creative ideas
Less fear of failure
Sense of accomplishment
Reward and recognition






Increase
Productivity
Increased Employee
Morale
Reduced Cost
Increased Quality
Decreased Losses
Increased Profits
Department of Mechanical Engineering, The Ohio State University
Sl. #4
GATEWAY
When to Form a Team
• A specific, measurable objective that is best achieved
through the coordinate efforts of different people with
different skills
• An organizational structure and culture that encourages
and provides for the team concept
• Adequate time for needed training, deliberation, and
discussions
• Knowledge and use of various problem-solving and
decision making techniques
Department of Mechanical Engineering, The Ohio State University
Sl. #5
Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 7-8.
GATEWAY
Team Formation and Assessment
Team selection criteria
• Technical abilities: training, skills, experience
• Personal attributes: standards, values, initiatives,
organizational identification
• Interpersonal behaviors: influence, sensitivity,
supporting others, trustworthiness
• Communication skills: dialogue skills, presentation
skills, writing skills, reading skills
• Administrative skills: planning, organizing,
implementing, delegating, evaluating
Department of Mechanical Engineering, The Ohio State University
Sl. #6
Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 19-23
GATEWAY
Personality Type
Myers-Briggs Test Indicator (MBTI)
•
•
•
•
Based on Carl Jung’s Work
Distinguishes four different personality types
Used by managers to help assess team synergy
Types:
• Extravert vs. Introvert: how a person is energized
• Sensory vs. Intuition: what a person pays attention to
• Thinking vs. Feeling: how a person decides
• Judgment vs. Perception: what kind of outlook on
life a person adopts
Department of Mechanical Engineering, The Ohio State University
Sl. #7
Image: freeimage.co.uk
GATEWAY
Extraverted vs. Introverted

Extraverted: (E)






Energy gained from surroundings, directed outward
Acts first, reflects later
More talkative, expressive
Like to be around people, social
Motivated by environment (people, things)
Introverted: (I)





Gain energy internally, directed inward
Quiet energy, thoughtful, perceptive
Reserved, private, cautious
Think before they act
Are more comfortable spending time alone - recharge
Department of Mechanical Engineering, The Ohio State University
Sl. #8
GATEWAY
Sensory vs. Intuition

Sensory: (S)






Facts, details, and realities
Lives in the Present
Memory recall rich in details and past experiences
Have straightforward speech - Are more realistic
Want clear and concrete information
Intuition: (N)
 Seek understanding in patterns, context, connections
and theory
 Are more future oriented
 Admire creativity, imaginative – see possibilities
 Focus on ideas & the big picture
 Comfortable with ambiguous, roundabout thoughts
Department of Mechanical Engineering, The Ohio State University
Sl. #9
GATEWAY
Thinking vs. Feeling

Thinking






Search for facts and logic to make decision
Objective, Direct
Analytical and systematic
Naturally critical
Motivated by achievement
Feeling
 Employ personal feelings and impact on others to
make decision
 Warm & friendly
 Sensitive & diplomatic
 Try hard to please others
 Are motivated by being appreciated
Department of Mechanical Engineering, The Ohio State University
Sl. #10
GATEWAY
Judgment vs. Perception

Judgment






Are serious and formal
Are time conscious
Like to make plans
Work first, play later
Like to finish project best
Perception





Playful & casual
Unaware of time or date
Like to wait-and-see
Play first, work later
Like to start project best
Department of Mechanical Engineering, The Ohio State University
Sl. #11
GATEWAY
What is your MBTI?
Extraverted(E) / Introverted (I)

Sensing (S) / Intuitive (N)



Thinking (T) / Feeling (F)
Judging (J) / Perceiving (P)




ISTJ
ISFJ
INFJ
INTJ
ISTP
ISFP
INFP
INTP








ESTP
ESFP
ENFP
ENTP
ESTJ
ESFJ
ENFJ
ENTJ
On-line Test Websites:
http://www.humanmetrics.com/cgi-win/Jtypes1.htm
http://www.personalitypage.com/indicate.html
Department of Mechanical Engineering, The Ohio State University
Sl. #12
GATEWAY
Different Types of Team





Functional Team: responsible for maintaining functional
processes involved in delivering a specific output
Process Improvement or Reengineering Team:
responsible for improving and/or optimizing processes by
which a product or service is delivered
New Product Design Team: responsible for designing a
new product or process
Project Team: responsible for design and implementation
of special projects
Problem Solving Team: responsible for analysis and
elimination of an undesirable, unpredictable, or
unworkable situation
Department of Mechanical Engineering, The Ohio State University
Sl. #13
GATEWAY
Design Teams
Engineering Team Structures
• Functional Teams – advanced development, high
technical expertise
• Light Weight Teams – incremental improvement
• Heavy Weight Teams – new platform developments
• Autonomous Teamsv- radical break from the past
methods or products
Department of Mechanical Engineering, The Ohio State University
Sl. #14
Ref: Revolutionizing Product Development, Wheelwright & Clark, pp.191-196.
GATEWAY
Functional Team Structure
Function
Manager
(FM)
FM
FM
ENG
Working level
MFG
MKG
• Members work completely in
their principle function
• Member tasks are coordinated by
respective managers
• Primary responsibility for project
is passed from one function to
another
• Strength: depth of experience,
clear career path, well suited to
tasks
• Weakness: similar solutions (lack
of breadth), bureaucratic, not
project oriented
Department of Mechanical Engineering, The Ohio State University
Sl. #15
Ref: Revolutionizing Product Development, Wheelwright & Clark, pp.191-196.
GATEWAY
Lightweight Team Structure
FM
ENG
FM
FM
MFG
L
Project
Manager
(PM)
MKG
L
Liaison (L)
Area of Strong PM Influence
• Project manager works with
department liaison
• Determines the tasks and
responsibilities of the team members
• Strength: better coordination to ensure
project completion, better
communication.
• Weakness: weak project leader, weak
focus for members.
Department of Mechanical Engineering, The Ohio State University
Sl. #16
Ref: Revolutionizing Product Development, Wheelwright & Clark, pp.191-196.
GATEWAY
Heavyweight Team Structure
FM
FM
ENG
Market
FM
MFG
MKG
Concept
L
PM
L
L
• Project manager has direct
control over functional
member task
• Core group members work
with project manager and
functional members
• Strength: strong project
focus, ownership and
commitment of team members
• Weakness: generalistic
problem solving, hard to staff,
breaks down functions
Department of Mechanical Engineering, The Ohio State University
Sl. #17
Ref: Revolutionizing Product Development, Wheelwright & Clark, pp.191-196.
GATEWAY
Autonomous Team Structure
•
FM
FM
ENG
FM
MFG
MKG
•
Market
Concept
L
PM
L
L
•
•
Individuals from the different
functional areas are committed
and co-located with PM
Project leader in the
organization has complete
control over the member
responsibilities
Strength: Focus, high
ownership, innovative
Weakness: isolation causes
more difficult transition to fold
back into the organization
Department of Mechanical Engineering, The Ohio State University
Sl. #18
Ref: Revolutionizing Product Development, Wheelwright & Clark, pp.191-196.
GATEWAY
Team Roles
• Sponsor: supports, empowers team
• Leader/coordinator: organizes team activities
• Facilitator: helps team members function as team
• Evaluator: looks at the big picture
• Recorder: documents teamwork
• Team worker: engages in the task completion
Department of Mechanical Engineering, The Ohio State University
Sl. #19
GATEWAY
A Team that Works
Key elements





Commitment to the team
Team members are cooperative and
collaborate
Honest and open communication
Effective method for decisions-making
Have a process for managing conflict
Department of Mechanical Engineering, The Ohio State University
Sl. #20
GATEWAY
Commitment to the Team
Commitment from:
• Team members
• Manager
• Organization
Department of Mechanical Engineering, The Ohio State University
Sl. #21
GATEWAY
Collaboration and Cooperation
Effective Skills







Listening: hear, interpret
Questioning: interact, discuss and pose questions
Persuading: exchanging, defending and rethinking ideas
Respecting: respect the opinion of others. Encourage
and support the ideas and efforts of others
Helping: offer assistance
Sharing: offering ideas and reporting their findings to
each other
Participating: contributing to the project
Department of Mechanical Engineering, The Ohio State University
Sl. #22
Ref: www.bham.wednet.edu/mod8team.htm
GATEWAY
Communication





Verbal and non-verbal
Transmission and understanding
Share information and ideas
Between two or more people
Six-Step communication model
Department of Mechanical Engineering, The Ohio State University
Sl. #23
GATEWAY
Six-Step Communication Model
Sender
Formulates
Sender
Converts
Gives
feedback
Sends
Receives
Interprets
Receiver
Department of Mechanical Engineering, The Ohio State University
Sl. #24
Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 40-41.
GATEWAY
Decision Making
• Effective decision-making process  success
• Members should be clear about the decision
• Members should be clear about the method
-
decision by authority
decision by minority
decision by majority
decision by consensus
decision by unanimity
• Clear understanding of who is accountable for
implementing the decision
Department of Mechanical Engineering, The Ohio State University
Sl. #25
Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 87-89.
GATEWAY
Resolving Team Conflict
• Conflict is an emotional disturbance or
disagreement
• Causes of conflict
• Effective method to manage conflict
Department of Mechanical Engineering, The Ohio State University
Sl. #26
GATEWAY
Causes of Conflict
• Personality differences
• Value differences
• Differences in Perspectives
• Differences in Goals
• Differences in Departmental Allegiance
• Ambiguities about responsibilities
Department of Mechanical Engineering, The Ohio State University
Sl. #27
Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 97-100.
GATEWAY
ASSERTIVENESS
unassertive
assertive
Resolving the Conflicts
Competing
Collaborating
COMPROMISING
Avoiding
uncooperative
Accommodating
COOPERATIVENESS
cooperative
Department of Mechanical Engineering, The Ohio State University
Sl. #28
Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 100-106.
GATEWAY
Five Strategies to Conflict Resolution





Competition: when immediate, decisive action is needed,
issues are imperative and unpopular
Collaboration: when need to find an integrative solution,
objective is to learn or combine knowledge from people
with different perspectives
Avoidance: when issue is insignificant, to let others cool
down and regain perspective
Accommodation: when issues are more important to
others, build social support for later
Compromise: opponent team members are committed to
different means to similar end, arrive at an expedient
solution under time pressure
Department of Mechanical Engineering, The Ohio State University
Sl. #29
Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 100-106.
GATEWAY
Six Steps to Manage Team Conflict
1.
2.
3.
4.
5.
6.
Clarify and identify the cause of conflict
Determine the common goal
Determine options
Determine and remove the barriers
Determine solution that everyone can
accept
Acknowledge solution: win-win solution
Department of Mechanical Engineering, The Ohio State University
Sl. #30
Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 107-108.
GATEWAY
A Team That Does NOT Work
Reasons






Confused and conflicting goals
Unresolved roles and responsibilities
Lack of team trust
Lack of support
Lack of communication
Critical/negative attitude
Department of Mechanical Engineering, The Ohio State University
Sl. #31
GATEWAY
Key Areas of Resistance
Resistance
Organization
• top-down structure with
many formal levels
• bureaucratic practices
• rigid and cautious
corporate culture
• one-way information
flow
• department segregation
Management
• fear of losing control
• fear of not being needed
• failure to support team
initiatives and members
• failure set clear goals
• failure to understand the
issues/project/team
• unwilling to take risk
• Too passive and does no
hold members accountable
Individual
• fear of losing individuality
and individual recognition
• lack of confidence in
abilities
• fear of sharing ideas to
protect own interest
• inability to express ideas
• fear of conflict
Department of Mechanical Engineering, The Ohio State University
Sl. #32
GATEWAY
Stages of Team Development




Stage 1:
Stage 2:
Stage 3:
Stage 4:
Forming
Storming
Norming
Performing
Department of Mechanical Engineering, The Ohio State University
Sl. #33
GATEWAY
Forming
• Teams members uncertain about roles and
expectations
• Team members try to assess themselves and others
• Reliance on strong, formal leadership
• Guidelines for a successful forming stage:
- Provide structure to the team by assigning and clarifying task/role
- Encourage participation
- Share all relevant information
- Encourage open, honest communication among team members
Department of Mechanical Engineering, The Ohio State University
Sl. #34
Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 57-64
GATEWAY
Storming
• Deals with power and decision making
• Members challenge the differences in an attempt to gain
their individuality and influence
• The team members need control and sense of direction.
• To help through this stage, some guidelines are:
- Assist the team members to establish methods that support the
communication of their different points of view.
- Determine within the team how the team will make decisions
- Encourage members to share their ideas about issues
- Facilitate methods to resolve conflicts
Department of Mechanical Engineering, The Ohio State University
Sl. #35
Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 57-64
GATEWAY
Norming
• Members produce as a cohesive unit
• Functional relationships are established
• Members work collaboratively to gain and share
insight
• To best facilitate this stage, some guidelines are:
• Talk openly and honestly about team issues and the members’
concerns
• Encourage feedback
• Assign tasks for consensus decision making
Department of Mechanical Engineering, The Ohio State University
Sl. #36
Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 57-64
GATEWAY
Performing
• Members have learned to work together
• Members skills to define tasks, manage conflict, and
work towards producing results.
• The members are committed to the team and its goals.
• Guidelines for this stage are:
- Jointly set goals that are challenging and accepted to all members
- Continue to look for ways to promote the team’s chances to excel
- Keep an ongoing assessment of the team
- Acknowledge each member’s contribution
- Develop members to their fullest potential
Department of Mechanical Engineering, The Ohio State University
Sl. #37
Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 57-64
GATEWAY
Summary
PRIDE principles
• Purpose: have a common purpose and goal
• Respect: act with mutual respect, trust and support
• Individuals: recognize and respect the difference
which enhances creativity and collective imagination
• Discussion: should have open, honest and frequent
discussions
• Excellence: team should strive for excellence
Department of Mechanical Engineering, The Ohio State University
Sl. #38
Ref: Product Design, Kevin Otto and Kristin Wood, pp. 55-56.
GATEWAY
Credits

This module is intended as a supplement to design classes in mechanical
engineering. It was developed at The Ohio State University under the NSF
sponsored Gateway Coalition (grant EEC-9109794). Contributing members
include:

Gary Kinzel …………………………………….. Project supervisor
Phuong Pham and Matt Detrick..……………... Primary authors
L. Pham …………………………………….….. Audio voice


References:
Spiegel & Torres, Manager’s official guide to Teamworking
Otto, Kevin, Kristin Wood, Product Design, Prentice Hall Inc., New Jersey, 2001
Steven Wheelwright and Kim Clark, Revolutionizing Product Development, The Free Press,
New York, 1992
www.knowyourtype.com
www.bham.wednet.edu/mod8team.htm
Department of Mechanical Engineering, The Ohio State University
Sl. #39
GATEWAY
Disclaimer
This information is provided “as is” for general educational purposes; it can
change over time and should be interpreted with regards to this particular
circumstance. While much effort is made to provide complete information,
Ohio State University and Gateway do not guarantee the accuracy and
reliability of any information contained or displayed in the presentation. We
disclaim any warranty, expressed or implied, including the warranties of fitness
for a particular purpose. We do not assume any legal liability or responsibility
for the accuracy, completeness, reliability, timeliness or usefulness of any
information, or processes disclosed. Nor will Ohio State University or
Gateway be held liable for any improper or incorrect use of the information
described and/or contain herein and assumes no responsibility for anyone’s use
of the information. Reference to any specific commercial product, process, or
service by trade name, trademark, manufacture, or otherwise does not
necessarily constitute or imply its endorsement.
Department of Mechanical Engineering, The Ohio State University
Sl. #40