this is an introduction to the 4D process of team building that is described in the book "How NASA Builds Teams" My version of

1. THE FIFTH FORCE
The UNDENIABLE power of…

2. 4 FORCES OF NATURE
GRAVITY
STRONG
NUCLEAR
WEAK
NUCLEAR
ELECTRO-
MAGNETIC

3. THE 5TH FORCE
SOCIAL
CONEXT

4. IGNORE THE 5TH FORCE

5. SOME IMAGES ARE UNFORGETABLE

6. WHAT CAUSED THE CHALLENGER
DISASTER?
ROGER’S COMISSION:
“O”-rings become less resilient
when they get cold

7. WHAT ALLOWED THE CHALLENGER
DISASTER?
“Normalization of Deviance”
Dianne Vaughn
Toxic relationships
Continual political pressure
Delay now impacts everything

8. Hubble Space Telescope…oops
 $2Billion budget over run
 AND the mirror was ground wrong

9. WHY DID KOREAN AIRLINERS
CRASH 17x OTHER AIRLINES?

10. MANAGE THE 5TH FORCE
Enhance Performance Lower Risk Develop Leaders

11. WHAT IS THE 5TH FORCE?
 Diane Vaughan (Challenger), “It is
unfortunate…that these forces are invisible
and unacknowledged.”

12. Context Drives Behavior
 Would you modify your behaviors in each of these contexts:
Giving /
receiving a
marriage
proposal?
Fiancé's family
dinner?
Bachelor /
bachelorette
party?
Hijacked on
honeymoon?

13. Detecting Social Context

14. Measuring Social Context

15. Which Behaviors to Measure?
Intuited
Emotional Logical
Sensed
Deciding
Information

16. Visioning
We all need
hopeful
futures
Cultivating
We all need
to feel
appreciated
Directing
We all need
the ability to
succeed
Including
We all need to
feel that we
belong
The Four “Dimensions” ≡ Human Needs
Intuited
Emotional Logical
Sensed

17. Universal human needs underlie every 4–D process.
4–D dashboards are operating in 75 countries.
London France Malaysia SOEs-China
4D IS GLOBALLY APPLICABLE

18. Making the invisible…Visible
Bottom Ave. Top
>
Ave.
<
Ave.
Explosions, failures, crashes Success, profits, performance
300 Team Baseline

19. Average Performance Enhancement
Bottom
Quintile
< Ave.
Quintile
Average
Quintile
> Ave.
Quintile
Top
Quintile
53% 66% 70% 75%
66%
71% 76% 80%
72%
75% 79% 83%
77% 81%
84% 90%
All 198 teams with multiple assessments (2008)
~4% Enhancement / TDA cycle
+7%/TDA
+5%/TDA
+4%/TDA
+2%/TDA
+2%/TDA

20. How Team Development
Assessments Work

21. ON–LINE SEGMENT
Behavioral Norms
Rationale for
Your Choices
Why Each
Behavior Matters
Numerical
Scores
The
“Standard”
(Criterion)
Case
Studies
What “good”
Looks like

22. TDA Report – Team Self-Development
Team Leaders discuss report with members and
direct three actions:
1. Schedule re-assessment
2. Decide workshop or modules
3. Identify behavior-specific actions
Responsible Action Due
Smith, John Develop and
Implement our
Appreciation
Enhancement
System
6/28/2012
Bottom Ave. Top
>
Ave.
<
Ave.
57%
68%
72%
81%
6/07
9/07
4/08
6/09
Real “ABC” Team Data
Individual’s Perceptions
Relatively low scoring behaviors are candidates for action items
Addressing Shared Interests Being Outcome Committed
Appropriately Including Others
Keeping All Agreements
Resisting Blaming or Complaining
Clarifying Roles, Accountability and Authority
Most Recent Previous Assessment Current Assessment
Expressing Authentic Appreciation Expressing Reality -based Optimism

23. Case Studies
Fifth Force #5 – Case Studies
STEREO
P. 54 Avionics
Systems
Division
HNBT
P. xix

24. You (+ charge)
1. Context-shifting  Restored Profit
My customer
relationship is
broken
Charlie, I
am in real
trouble
We need a 4-D
Workshop, but
they won’t attend
## - This isn’t
about
changing them
Rather, you
changing
you!
Them (+ charge)

25. You Them
Context-shifting  Restored Profit
Charlie, I
am in real
trouble
My customer
relationship is
broken
We need a 4-D
Workshop, but
they won’t attend
## - This isn’t
about
changing them
Rather, you
changing
you!
Change yourself
from a “proton” to a
“neutron”

26. Bottom Ave. Top
>
Ave.
<
Ave.
Bottom Ave. Top
>
Ave.
<
Ave.
Context-shifting  Restored Profit
1. Team
Development
(Assessment), as
always
2. Three-day
Workshop
(~24 participants)
Good to
Go
Shift Story-lines Manage Emotions Express AppreciationShared Interests
3. CSW & Re-Team
Development
(Assessment)
What you can Authentically
Appreciate about the other party,
or your mutual (difficult) Situation?
Which Emotions (and group) are you experiencing?
What Shared Interests can you
identify by asking, “What do they
want that I can want for them also?”
Reaching broadly, whom (person or
organization) should you Include to
garner support and avoid stimulating anger.
What explicit or implicit Agreements
have you broken that could affect others’
perception of your trustworthiness?
What Unpleasant Reality must you
acknowledge and what Optimistic
Outcome can you now imagine realizing?
How Committed are you to
realizing your Outcome – if less than 100%,
how can you enhance your commitment?
How can you reduce Victims’ helplessness;
Rescuers’ weariness, Rationalizers’
anxiety, or Blamers’ (deadly) anger?
Have you clarified and communicated
your Roles, Accountability, and
Authority to all involved?
What Green Story–lines support behaviors that take you to your Outcome? (Response–able)
What Red Story–lines support behaviors that take you away from Outcome? (Blamer, Victim)
What Outcome are you 100% Committed to realizing? (Think expansively)
What Situation do you want to resolve – involving people, performance, competition, etc.?
Actions & 4–D Requests you will now take/make and are these sufficient?
Which Emotions (and group) must you now express?

27. Context-shifting  Restored Profit
Bottom Ave. Top
>
Ave.
<
Ave.
Then, recurrent TDAs sustained performance & profit for years
Takeaways: Aligned 4-D Processes
(Assessments, Workshop & CSW)
restored profit and saved the Program
Manager’s job.

28. 2. Context-shifting  Saved Project
Charlie,
“Stereo” is in
real trouble
Conflict across the
two implementing
organizations
HQ is threating
cancellation of this
$500M Project
1. Team
Development
(Assessments) for
each org.
Bottom Ave. Top
>
Ave.
<
Ave. Bottom Ave. Top
>
Ave.
<
Ave.
NASA/Goddard JHU/APL
“Sins” = Inexperienced Leadership; Broken RAAs;…

29. Context-shifting  Saved Project
2. Three-day
Workshop
(~12 leaders each
side)
Shift Story-lines Manage Emotions Express AppreciationShared Interests
+ 0.5 years
+ 1.0 years
+ 1.5 years
+ 2.0 years
+ 2.5 years
+ 3.0 years
+ 3.5 years (and beyond)
Bottom Ave. Top
>
Ave.
<
Ave.Bottom Ave. Top
>
Ave.
<
Ave.
JHU/APLNASA/Goddard
3. Dual Team Development (Assessments) every ~6 months

30. Context-shifting  Saved Project
The Stereo Project Manager:
“We went from being the butt of ugly jokes to being a model of
managerial excellence thanks to the 4-D System.”
The Stereo Deputy Project Manager:
“It was amazing, to watch our performance, and our customer’s
perspective, track right along with our 4-D assessment scores.”

31. 3. Avionics for the Moon Program
About 150 people
organized into 10
teams
We must
perform to save
the program
Top
Leaders (2)
8 People 16 People
18 People 13 People 9 People 14 People
11 People 15 People 13 People 16 People
1. Formed a
“Leadership
Team”
Top leaders plus the
leaders of all the
sub-teams
They understood that
people mimic their
leaders’ behaviors

32. Context-shifting  Moon Avionics
Shift Story-lines Manage Emotions Express AppreciationShared Interests
- Leadership team shared all their
TDA Results
- All shared TDA actions - Many
were the same
2. TDAs for
“lead” & 10
working teams
~24 Person
“Leadership Team” Bottom Ave. Top
>
Ave.
<
Ave.
Bottom Ave. Top
>
Ave.
<
Ave. Bottom Ave. Top
>
Ave.
<
Ave.
Bottom Ave. Top
>
Ave.
<
Ave. Bottom Ave. Top
>
Ave.
<
Ave. Bottom Ave. Top
>
Ave.
<
Ave. Bottom Ave. Top
>
Ave.
<
Ave.
Bottom Ave. Top
>
Ave.
<
Ave. Bottom Ave. Top
>
Ave.
<
Ave. Bottom Ave. Top
>
Ave.
<
Ave. Bottom Ave. Top
>
Ave.
<
Ave.
. . .
. . .
10 Teams
All ‘teams”
Scored in lower
quintiles
They met every 6
months to discuss
issues and TDA
results/actions
3. Three-day
“leadership team”
Workshop

33. Context-shifting  Moon Avionics
All team scores (like Stereo) moved up together.
After two- years, all teams were in the top-quintile.
Years later, they continue periodic TDAs to maintain top-quintile
performance.
~24 Person
“Leadership Team” Bottom Ave. Top
>
Ave.
<
Ave.
Bottom Ave. Top
>
Ave.
<
Ave. Bottom Ave. Top
>
Ave.
<
Ave.
Bottom Ave. Top
>
Ave.
<
Ave. Bottom Ave. Top
>
Ave.
<
Ave. Bottom Ave. Top
>
Ave.
<
Ave. Bottom Ave. Top
>
Ave.
<
Ave.
Bottom Ave. Top
>
Ave.
<
Ave. Bottom Ave. Top
>
Ave.
<
Ave. Bottom Ave. Top
>
Ave.
<
Ave. Bottom Ave. Top
>
Ave.
<
Ave.
. . .
.
10 Teams

34. Fifth Force #6 – Common Assessment Mistakes
Common TDA Structural Errors

35. Top
Leaders (2)
8 People 16 People
Mistake – TDA Crosses Multiple Teams
Mixed Results No Action Focus Blaming Others?
A single Multi-
team TDA

36. Top
Leaders (2)
8 People 16 People
The Best Method – Three TDAs
Segregated Results Action Focus No Blaming
TDAs for each
Team
TDA for pseudo
“leadership team”
Bottom Ave. Top
>
Ave.
<
Ave.
Bottom Ave. Top
>
Ave.
<
Ave.
Bottom Ave. Top
>
Ave.
<
Ave.

37. Mistake – TDAs
“I want a TDA to
improve
teamwork.”
“New 4-D provider
set’s up and briefs
TDA report.”
They were not a “team; they were
geographically diverse entrepreneurs w/
little contact
Instead,
(coordinated)
IDAs for all
Invite all
knowledgeable
colleagues to
participate
All share resulting
ideas/actions
Share their benchmarks
with trusted others
Better – IDAs

38. How to Proceed?
With your team members’ e-mail
addresses in the dashboard, we
launch your TDA
Educate
Bottom Ave. Top
>
Ave.
<
Ave.
Benchmark
?
Boost
~15 Minutes on-
line
~90 Minutes to
process the TDA
Report
Fifth Force #7 – Closure

39. Closure
Never doubt that a small group of thoughtful,
committed citizens can change the world.
Indeed, it’s the only thing that ever has.
– Margaret Mead, Anthropologist
Visit www.NASATeambuilding.com for resources
System4-D