ppt

ETM5221 Engineering

Teaming: Application and

Execution

Nicholas C. Romano, Jr.

Nicholas-Romano@mstm.okstate.edu

Paul E. Rossler prossle@okstate.edu

ETM5221 Engineering Teaming Spring 2002 1

Week 3 April 16, 2002

Facilitation Skills


Agenda

• GSWeb Experience Discussion

• Group Support Systems

• Case studies

• Facilitation roles, issues, skills, and problems


GSWeb Meeting Discussion


Group Support Systems


Meetings are difficult

Waiting to speak

Domination

Fear of speaking

Misunderstanding

Inattention

Lack of focus

Inadequate criteria

Premature decisions

Missing information

Distractions

Digressions

Poor Meetings

Wrong people

Groupthink

Poor grasp of problem

Ignored alternatives

Lack of consensus

Poor planning

Hidden agendas

Conflict

Inadequate resources

Poorly defined goals

Source: Nunamaker, J.F., R.O. Briggs, and D.D. Mittleman, Electronic meeting systems: Ten years of lessons learned , in Groupware: Technology and applications , D. Coleman and R.

Khanna, Editors. 1995, Prentice-Hall: Upper Saddle River, NJ. p. 149-193.


An input-process-output model of teamwork

Group

Task

Context

Process Outcome

Technology

(Source: Doug Vogel)

7 ETM5221 Engineering Teaming Spring 2002

Source of facilitation lies on a continuum

One or more people

Embedded in software



A facilitation model

Cognitive Issues

Group Issues

Task Issues

Toolbox

Assumptions and Frameworks

Rapport/Resourcefulness

Outcomes

Skills &

Techniques

Group Systems


9 ETM5221 Engineering Teaming Spring 2002

A variety of problems lead to unproductive meetings

• Pace

• Poor meeting design

• Poor focus

• Lack of closure

• Poor process

Research findings summarized in Bostrom, R.P., R. Anson, and V.K. Clawson, Group facilitation and group support systems, in Group Support Systems , L.M. Jessup and

10

Interventions that improve group processes and outcomes

1. Applying Structured Procedures

– providing instructions to group members

– extending problem formulation

– extending idea generation

– separating idea generation from evaluation

– delaying solution adoption

Research findings summarized in Bostrom, R.P., R. Anson, and V.K. Clawson, Group facilitation and group support systems, in Group Support Systems , L.M. Jessup and

11

Interventions (cont’d.)

2. Encouraging Effective Task

Behaviors

– discussing task procedures

– applying explicit criteria

– using factual information

– maintaining focus on task goals



3. Encouraging Effective Relational

Behaviors

– encouraging broad participation and influence

– managing conflict constructively

– emphasizing consensus acceptance over majority votes

– applying active listening techniques

– discussing interpersonal processes



4. Training

– training group members and/or leaders

– training external facilitators


The Challenge of Distributed

Meetings

All slides for this section taken from N. Romano, PowerPoint Presentation

15

Tomorrow’s fragmented, geographically dispersed workplace

-- a space, not a place !!


Unstructured interactions, discussion & news groups)

• Lack of Focus

– Disjointed Ideas

– Separate often hidden Agendas

– Information overload

• No Convergence

– No Conclusions Nor Decisions

– No Business Outcome Results

– No Consensus

– No Shared Understandings

Source: J. Nunamaker and N. Romano PowerPoint Presentation titled,”Distributed Work

17

Advantages of

The Virtual WorkSpace

• Time independence

• Rapid feedback (on routed material)

• Integration of local and remote teams

• Easy to skip topics of no interest

• Ask questions as they occur

• Information exchange

• Broader participation

• Short-notice participation


18

Drawbacks of

The Virtual WorkSpace

• Uncharted territory

– asynchronous process

• Low engagement

– observers, not players

• Low sense of presence:

– Am I alone?


19

Tradeoffs in

Virtual WorkSpace

Face-to-Face

Higher contribution

Future Environment

Lower contribution

High sense of community

Lower sense of community

Direction will change Signals missing


20

Corporate

Database

External

Information

Services

Extended Group Support

Information generated between group-to-group and distributed meetings

Different Time

Same Time

Small Group

Large Group

Group

Virtual

FTF

Meeting

Meeting to

Group

Adapted from J. Morrison, 1992, University of Arizonia MIS


Audio Technology

• Advantages

– in place

– easy to use

– cheap

• Disadvantages

– low media richness

– primarily “same time”

– less useful for large groups


Video Technology

• Advantages

– personal

– fulfills participant expectations

– high media richness

• Disadvantages

– not universally available

– expensive/lacking standards

– potential for cultural confusion


Data Technology

• Advantages

– widely available

– more time independent

– very cheap

• Disadvantages

– impersonal

– low media richness

– requires extended support


Key to effective team support is integrated audio/video/data







GroupSystems

• Integration of

– Collaborative Technology

– Attention Dynamics

– Knowledge Management

– Customized Repeatable Processes

To Dramatically Improve Productivity

Slides for this section taken from J. Nunamaker and N. Romano PowerPoint Presentation

31

GroupSystems

Session

Planning

Collaboration

Share

Information

Generate

Ideas

Organize

Ideas

Poll

Consensus

Explore

Issues

Knowledge Management

Organizational

Memory

Enterprise

Model

Corporate

Database

ETM5221 Engineering Teaming Spring 2002

Intranet World Wide

Web

FTP/Gopher

WAIS

32

GroupSystems

Virtual Collaboration

NY

DC

DC

Boston

Session

Planning

LA

SF

HK

SYD

NY

Knowledge Management

PIT

ATL

Collaboration

Share

Information

Generate

Ideas

Organize

Ideas

Poll

Consensus

Explore

Issues

DC

LA

Paris

LON

SF

Organizational

Memory

Enterprise

Model

Corporate

Database


Intranet World Wide

Web

FTP/Gopher

WAIS CHI

33

GroupSystems Tools

• Electronic Brainstorming

– Unstructured idea generation

• Categorizer

– Refine, rearrange, categorize ideas

• Vote

– Prioritize, measure consensus, graph results


GroupSystems Tools

(cont’d.)

• Topic Commenter

– Structured idea and information sharing

• Group Outliner

– Build hierarchical process models

• Shared Whiteboard

– Team graphical illustration

• Report Writer

– Store results / produce reports


More GroupSystems Tools

• Alternative Analysis

– Evaluate alternatives using multiple criteria. Produce statistical and graphical results.

• Survey

– Create electronic questionnaires, including subjective and objective items. Collect & tabulate responses. Produce varied reports.


More GroupSystems Tools

• Activity Modeler

– SMEs describe business processes and activities in parallel; system makes the linkages and draws the electronic pictures automatically.

• Data Modeler

– SMEs describe business data flows and stores in parallel; system makes the relationships and develops data model automatically.


Team Processes

Idea

Generation

Idea

Organization

Idea Evaluation and Prioritization

Idea

Exploration

Idea Development and Exposition


GSS Tools

Brainstorming

Topic Commenter

Idea Organizer

Categorizer

Group Outliner

Group Matrix

Alternative Evaluator

Vote

Stake Holder analysis

Assumption surfacing

Group Writer

Team Graphics

Screen Prototyper

38

Case studies

Slides taken from N. Romano,

PowerPoint Presentation titled, “Benefits.” Undated.


Bottom Line Benefits

IBM

Boeing

Average Labor Flow Time

Saved/project Saved

55.2% $2,642 92%

72.0% &7,242 65%

IBM:

Boeing:

30 projects

53 projects


Mean 8.2 people

Mean 10.5 people

Total

Saved

$79,272

$383,841

5.6 hrs/person

7.5 hrs/person

40

IBM Owego

• Mean participants / session 8.27

• Mean session length 3.37 hours

• Mean cost savings / session $1,819

• Mean % hour savings 51%

• One EMS hr = 2.32 historical hrs


Five IBM Case Studies

Case Number 1 2 3 4 5

Participants 7 10 10 10 10

Historical Labor 204.5

47.5

240.0 132.0 94.0

EMS Labor

Labor Savings

97.5

20.5

40

107 27 200

36 46

96 48

Dollars Saved 5350 1350 1000 4800 2400

% of Labor Saved 52% 57% 83% 73% 51%


Summary of 64 IBM Case

Studies

• 490 participants

• 199 Session hours

• 5527 Projected hours

• 2380.70 Actual hours

• $ 157,315 Dollars Saved


Boeing labor savings

• Total flow time saved: 1,773 days

(91%)

• Labor savings / meeting: $6,754 (71%)

• Total Savings: $432,260

• Dollars saved per hour: $1,146


Boeing Flowtime Savings

Item Savings

Total project hours 81%

Flowtime (days) 96%

Total savings $121,568

15 groups, 11.2 people / group, 6.5 hrs / session


Bellcore Experience

Survey results of 4 Quality Teams

• 40% more than 3 x as productive

• 40% about 3 x as productive

• 20 % about 2 x as productive

• 40% Task took < 1/3 the time

• 60% Task took about 1/3 the time


US Army Experience

• Major systems development project

• Standardizing personnel application

• Eight 1-week meetings

• $500,000 cost reduction

• $500,000 cost avoidance

$ 1,000,000 Total Savings


Intangible Benefits

• Increased quality of meeting output

• Increased efficiency

• Increased satisfaction

• Increased cohesion


Electronic Meeting Systems

Benefits

• Full Participation

• Parallel Communication

• Anonymity

• Focus on Content

• Reveal Critical Information

• Complete Meeting Record

• Time Savings


Facilitation roles, issues, skills, and problems

Source: Doug Vogel PowerPoint Presentation titled,

“Facilitation and Managing Group Dynamics.” Undated.


Facilitation perspectives

• Pre-, During, and Post-Session

• Coordination vs. Social

• Content vs. Process

• Active vs. Passive

• Technical vs. personal

• Adaptive vs. Structured


Facilitation roles

• Information seeking

• Information circulation

• Information coordination

• Technology integration

• Agenda preparation/timekeeping

• Recording

• Provider/sustainer of structure


Facilitation roles (cont’d.)

• Process enabler

• Technical support

• Elaborator/reflective listener

• Energizer/motivator

• Coordinator (process director)

• Group observer/commentator

• gatekeeper/expeditor


Facilitation roles (cont’d.)

• Information/opinion seeking (query)

• Harmonizer/peacemaker

• Standard setter/framer

• contributor (active content)

• Evaluator/critic (active content)


Facilitation issues

• Fit/misfit of technology

• Content Intervention

• Session dynamics

• Group behavior

• Administration

• Technological


Facilitator skill base: Tool box

• Sensory Acuity

– Detecting patterns: States, frames, etc. in individuals, groups, and self

– Detecting differences

• Outcome Focused

– Useful meeting outcome and agenda

– Flipping problems to outcomes

– Relevancy challenges



(cont’d.)

• Frame Clarification

– Backtracking

– Pointers/word challenges

– Relevancy challenges

• Reframing

– Multiple perspectives

– Chunking up/linking

– Chunking down

– As if



(cont’d.)

• Rapport Building

– Pacing/matching

– Backtracking

– Pointers/challenges

• Creating Resourcefulness

– Outcome Focused

– Reframing skills

– “If stuck, move”

– Humor, playful, etc.


Facilitator skill base: Primary outcomes

• Paying attention to group

• Using own feelings as barometer of group state

• Task accomplishment

• Generate high-quality (accurate, shared) information

• Active listening


Facilitator skill base: Primary outcomes (cont’d.)

• Using conflict constructively

• Stimulate creative thinking

• Expand/Change Boundaries

• Positive Tone

• Resourcefulness


Facilitator skill base: Primary outcomes (cont’d.)

• Create supportive - trusting environment

• Prerequisite for effective communication

• Create productive and creative environment

• Prerequisite for effective communication and task accomplishment


Characteristics of effective facilitators

Common Problem

– Unclear Goals. Rambling between topics or issues without resolving them.

Effective Strategy

– Explicitly developing well formed group goals/ outcomes and keeping groups focused on outcomes.


Characteristics (cont’d.)

Common Problem

– Lacking agenda and clear procedures.

Facilitator getting hooked into content.

Effective Strategy

– Effectively structuring the task. Focusing on the process. Establishing explicit boundaries for contributions to content and process.



Common Problem

– Limited rapport or resourcefulness; being overly negative or critical

Effective Strategy

– Monitoring levels of, and encouraging rapport, resourcefulness, and a positive tone.



Common Problem

– Not acknowledging or utilizing individual differences.

Effective Strategy

– Recognizing and utilizing individual differences.



Common Problem

– Limited participation and contribution by members

Effective Strategy

– Encouraging participation and acknowledging contributors



Common Problem

– Individuals dominating the discussion.

Effective Strategy

– Counteracting dominance behaviors



Common Problem

– Assuming others think as you think or know what you know and mistaking assumptions and interpretations for facts.

Not verifying information or “filling-in” from your own model.

Effective Strategy

– Generating and using high-quality

(accurate, shared) information. Verifying assumptions and facts.



Common Problem

– Listening passively or not at all

Effective Strategy

– Encouraging and demonstrating active listening



Common Problem

– Getting locked into a rut or narrow train of thought.

Effective Strategy

– Stimulating creative thinking and group exploration; expanding/changing boundaries and frames of reference.



Common Problem

– Ignoring resistance and avoiding conflict or letting it escalate emotionally.

Effective Strategy

– Acknowledging resistance and using conflict constructively.



Common Problem

– Paying attention to yourself when you need to notice the other person/group

Effective Strategy

– Paying attention to the group and using your own feelings as a barometer of group state



Common Problem

– Group becomes dependent on facilitator as an expert

Effective Strategy

– Empowering the group by creating conditions for joint responsibility and interdependence


Current

Business

Team

Interactions

Two Complementary

Solutions

Coordination/

Facilitation Skills

(Design & Execution)

Improved

Dialogues/

Meetings

Technology

(Groupware)

Source: Doug Vogel PowerPoint Presentation titled,

74

ppt

Related documents

Products

Support

ppt

Related documents

Add this document to collection(s)

Add this document to saved

Suggest us how to improve StudyLib