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How to build and be a part of an efficient team
Kjell Ljøstad
Who am I?
The Agile Manifesto
Individuals and interactions
over processes and tools
Working software
over comprehensive documentatio...
The core values of agile
Scrum
• Focus
• Courage
• Openness
• Commitment
• Respect
Kanban
• Understanding
• Agreement
• Re...
How
do you
build an
efficient team?
The findings of William Muir
-A study on productivity:
He selected just an
average flock, and he let
it alone for six
gene...
SIX GENERATIONS PASSED
WHAT DID HE FIND?
The first group were all
plump and fully
feathered and egg
production had
increased dramatically.
In the second group, all...
What does science say?
Simulating
anti-terror group.
• Harvard
• 51 teams of 4 people each
• Mission:
• Search through available information and ...
What does science say?
The groups with two experts
that shared information, and
that let everybody actively
take part, did...
What does science say?
• University of Illinois
• 760 students
• Groups of 1-5 participants
• 10 tries to guess the right ...
What does science say?
• Result
• The worst group of at least three participants did better
than the best individual.
Why do some teams deliver high performance
while other teams struggle?
From a broad variety of
projects and industries
the...
The Comunication Patterns
What impacts the performace?
The team’s energy
level
Can be measured
by the amount
and type of
exchanges;
The level of
eng...
Does size matter?
The effect per
added member
is not linear as
the size of a
group increases.
For software
development it
...
Why isn´t bigger better?
A phenomenon that
occurs in a group as
its size increases.
• The individual effort
goes down.
• T...
The Bystander Effect:
When more than one person can
take responsibility, the chance of
anyone taking responsibility
decrea...
Increased need for coordination
A study from Quantitative Software Management
(QSM)
A study from
2005:
More that 4000 projects
in their database.
Included...
It seems that the best way to
solve complex problems is
through a small and diverse
group of people where everybody
contri...
Relational Skills
What are Relational Skills?
relations
between
people.
establish,
maintain
and
develop
A set of
skills that
helps you
What is a relation?
Dangerous
Exhausting
Respect
Friendly
Friendship
Love
What is the foundation?
A positive view on
humanity
A quest to find the
good in other
people
To get the best out
of every ...
What builds a relation?
Relational
Initiative
The ability
to show
positive
emotions.
To
understand
the whole of
the other
...
24-hour human
The Pillars of a Great Team
Trust
Willingness
to show
weakness
Passion and
Honesty
Ability to
engage
whole team
in
dicussi...
The Pillars of a Great Team
Trust
Willingness
to show
weakness
Passion and
Honesty
Ability to
engage
whole team
in
dicussi...
What is trust?
5 dimensions
Integrity
• Consistently
demonstrating
honesty and
truthfulness
Competence
• Possessing
techni...
How do you create trust?
Get everyone
in the team to
know each
other
Dare to be open
about your own
weaknesses, lack of
co...
The Pillars of a Great Team
Trust
Willingness
to show
weakness
Passion and
Honesty
Ability to
engage
whole team
in
dicussi...
The Alternative: Collective stupidity
How do you create an engaged
dialogue?
3 forms of conversation:
Dialog
• Equality, win-win, questions
Discussion
• Verbal ...
How do we listen?
Intention listening
• Intention
• Message
• Wisdom
Correction
listening
• Details
• Formulations
• Imper...
How about a structured dialogue?
Eduard
de Bono
Information known or
needed.
Feelings, hunches and
intuition.
Judgment -- ...
The Pillars of a Great Team
Trust
Willingness
to show
weakness
Passion and
Honesty
Ability to
engage
whole team
in
dicussi...
Are we too nice?
We tolerate
counterproductive
behavior
We let people make mistakes instead
of speaking up
It is OK with d...
Who is responsible?
It is everyone's
responsibility to
ensure that
work is carried
out
It is everyone's
responsibility
to ...
“Great teams do not hold back with one another.
They are unafraid to air their dirty laundry. They
admit their mistakes, t...
For feedback to have
the right effect, you
need a positive
relation
Summary
Assemble a
group with
complementary
profiles.
Take time to
make the group
know each
other.
Work
consciously on
how...
How to take things forward?
On your own:
Draw your own
relational map
Who are you depending
on to do your job?
Which relat...
QUESTIONS?
E-mail: kjell@webstep.no
Twitter: @kljostad
Blog: spedespirer.com
How to build a highly efficient team?
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How to build a highly efficient team?

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How come some teams are more efficient than others? What needs to be in place for agile methods to work?

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How to build a highly efficient team?

  1. 1. How to build and be a part of an efficient team Kjell Ljøstad
  2. 2. Who am I?
  3. 3. The Agile Manifesto Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
  4. 4. The core values of agile Scrum • Focus • Courage • Openness • Commitment • Respect Kanban • Understanding • Agreement • Respect • Leadership • Flow • Customer Focus • Transparency • Balance • Collaboration
  5. 5. How do you build an efficient team?
  6. 6. The findings of William Muir -A study on productivity: He selected just an average flock, and he let it alone for six generations. Then he created a flock of the most productive chickens, and each generation, only the most productive was allowed to breed.
  7. 7. SIX GENERATIONS PASSED WHAT DID HE FIND?
  8. 8. The first group were all plump and fully feathered and egg production had increased dramatically. In the second group, all but three were dead. They'd pecked the rest to death. The individually productive chickens had only achieved their success by suppressing the productivity of the rest.
  9. 9. What does science say?
  10. 10. Simulating anti-terror group. • Harvard • 51 teams of 4 people each • Mission: • Search through available information and find out who is planning to do what and where. • In advance: • Did tests to find out who had special talents at recognising faces or remembering written information. • Some teams had two experts and two non- experts. • The rest had four non-experts.
  11. 11. What does science say? The groups with two experts that shared information, and that let everybody actively take part, did best. The groups with two experts that did not share information, and did not collaborate, did worst. Even worse than the groups with no experts!!
  12. 12. What does science say? • University of Illinois • 760 students • Groups of 1-5 participants • 10 tries to guess the right order of ten encoded envelopes. • There HAD TO be consensus within the group before each guess.
  13. 13. What does science say? • Result • The worst group of at least three participants did better than the best individual.
  14. 14. Why do some teams deliver high performance while other teams struggle? From a broad variety of projects and industries they collected data with electronic sensors on their social behavior. The data showed that the most important predictor of a team’s success was its communication patterns. MIT’s Human Dynamics Laboratory
  15. 15. The Comunication Patterns
  16. 16. What impacts the performace? The team’s energy level Can be measured by the amount and type of exchanges; The level of engagement Defined by the energy distribution amongst members; The willingness to explore new possibilities, solutions and ideas. The communications between members and with other individuals, within and outside the organization.
  17. 17. Does size matter? The effect per added member is not linear as the size of a group increases. For software development it seems that 6 is an optimal size of a group. Oh, YES
  18. 18. Why isn´t bigger better? A phenomenon that occurs in a group as its size increases. • The individual effort goes down. • The need for coordination goes up. The Ringelmann- effect:
  19. 19. The Bystander Effect: When more than one person can take responsibility, the chance of anyone taking responsibility decreases dramatically. It is not my job Someone else must be more qualified I don´t want to make a fool of myself I don´t want to get in trouble
  20. 20. Increased need for coordination
  21. 21. A study from Quantitative Software Management (QSM) A study from 2005: More that 4000 projects in their database. Included 564 projects from 2002 – 2005. Looked at small teams (less than five) and big teams (more than twenty) On average in a project with around 100.000 lines of code: Big team: 8,92 calendar months Small team: 9,12 calendar months What about the cost? $1.800.000 and 178 man months for the big teams. $245.000 and 24,5 man months for the small teams.
  22. 22. It seems that the best way to solve complex problems is through a small and diverse group of people where everybody contributes actively.
  23. 23. Relational Skills
  24. 24. What are Relational Skills? relations between people. establish, maintain and develop A set of skills that helps you
  25. 25. What is a relation? Dangerous Exhausting Respect Friendly Friendship Love
  26. 26. What is the foundation? A positive view on humanity A quest to find the good in other people To get the best out of every colleague Cultivate the positive Tone down the bad To actively seek information about the other persons life and history
  27. 27. What builds a relation? Relational Initiative The ability to show positive emotions. To understand the whole of the other person. To understand what motivates the other person
  28. 28. 24-hour human
  29. 29. The Pillars of a Great Team Trust Willingness to show weakness Passion and Honesty Ability to engage whole team in dicussions Commitment Ability to extecute what is agreed Accountability Holding each other accountable Attention to results The teams results before ego
  30. 30. The Pillars of a Great Team Trust Willingness to show weakness Passion and Honesty Ability to engage whole team in dicussions Commitment Ability to extecute what is agreed Accountability Holding each other accountable Attention to results The teams results before ego
  31. 31. What is trust? 5 dimensions Integrity • Consistently demonstrating honesty and truthfulness Competence • Possessing technical expertise, knowledge and strong interpersonal skills Consistency • Having strong credibility, exercising good judgement in handling situations and operating with a degree of predictability Loyalty • Demonstrating a willingness to protect and positively represent teams and individuals Openness • Showing a genuine willingness to share ideas and information freely and openly
  32. 32. How do you create trust? Get everyone in the team to know each other Dare to be open about your own weaknesses, lack of competence or doubts. Behave according to the five dimensions
  33. 33. The Pillars of a Great Team Trust Willingness to show weakness Passion and Honesty Ability to engage whole team in dicussions Commitment Ability to extecute what is agreed Accountability Holding each other accountable Attention to results The teams results before ego
  34. 34. The Alternative: Collective stupidity
  35. 35. How do you create an engaged dialogue? 3 forms of conversation: Dialog • Equality, win-win, questions Discussion • Verbal fight, few questions. Debate • Verbal dog fight. Only claims.
  36. 36. How do we listen? Intention listening • Intention • Message • Wisdom Correction listening • Details • Formulations • Imperfection
  37. 37. How about a structured dialogue? Eduard de Bono Information known or needed. Feelings, hunches and intuition. Judgment -- the devil's advocate, why something may not work. Brightness and optimism Possibilities, alternatives and new ideas. Used to manage the thinking process
  38. 38. The Pillars of a Great Team Trust Willingness to show weakness Passion and Honesty Ability to engage whole team in dicussions Commitment Ability to extecute what is agreed Accountability Holding each other accountable Attention to results The teams results before ego
  39. 39. Are we too nice? We tolerate counterproductive behavior We let people make mistakes instead of speaking up It is OK with delays in the project Counterproductive behavior creates irritation and discourages the whole group This may lead to the best people changing jobs
  40. 40. Who is responsible? It is everyone's responsibility to ensure that work is carried out It is everyone's responsibility to fix things that does not work
  41. 41. “Great teams do not hold back with one another. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal.” - Patrick Lencioni
  42. 42. For feedback to have the right effect, you need a positive relation
  43. 43. Summary Assemble a group with complementary profiles. Take time to make the group know each other. Work consciously on how the group communicates, listens and motivates each other. Make decisions based on consensus and commitment. Build a culture for direct and honest feedback
  44. 44. How to take things forward? On your own: Draw your own relational map Who are you depending on to do your job? Which relations do you need to work on to improve? With your team Sit down and spend some time telling each other about your 24-hour-human
  45. 45. QUESTIONS?
  46. 46. E-mail: kjell@webstep.no Twitter: @kljostad Blog: spedespirer.com

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