TEAM DYNAMICS
TEAM FORMATION
• Team Dynamics
– Examines how team members interact
– Attempts to optimize the interactions to meet the
project objectives
• Try to answer the question:
– “How is it that a group of really smart people can
end up with really dumb results? “*
• When it works
– Communication is effective
– Conflicts are minimized
– Potential for Project success increases
Richards, Brett, INTELLIGENT TEAMS, Journal for
Quality & Participation, Fall2003, Vol. 26, Issue 3
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REVIEW DISC SURVEY
• DETERMINETERMINE
PERSONALITY CHARACTERISTICS
– CATEGORIZED INDIVIDUALS
– REVIEW CHARACTERISTICS
ASSOCIATED WITH EACH
PERSONALITY
• NOTE THAT AN INDIVIDUAL MAY
EXHIBIT TWO SIGNIFICANT TYPES
OF CHARACTERISTICS
RESULTS APPLIED TO PROJECTS
• HOW WILL YOU INTERACT WITH
OTHER MEMBERS OF THE GROUP?
• WHAT ARE THE BEST
ASSIGNMENTS FOR INDIVIDUALS?
• WHAT CAN YOU DO TO AVOID
ANTAGONIZING OTHER TEAM
MEMBERS?
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DISC SURVEY DETAILS
DATA FROM RICK WILLSON, INTEL
DISC SURVEY DETAILS
DATA FROM RICK WILLSON, INTEL
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DISC SURVEY DETAILS
DATA FROM RICK WILLSON, INTEL
• SCORING TABLE
DISC SURVEY DETAILS
DATA FROM RICK WILLSON, INTEL
• SCORING PATTERNS
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DISC SURVEY DETAILS
DATA FROM RICK WILLSON, INTEL
• CATEGORICAL ITERPRETATION
DISC SURVEY DETAILS
DATA FROM RICK WILLSON, INTEL
• CLASSICAL PATTERNS
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DISC SURVEY DETAILS
DATA FROM RICK WILLSON, INTEL
• CLASSICAL PATTERNS
DISC SURVEY DETAILS
DATA FROM RICK WILLSON, INTEL
• CLASSICAL PATTERNS
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DISC SURVEY DETAILS
DATA FROM RICK WILLSON, INTEL
DISC SURVEY DETAILS
DATA FROM RICK WILLSON, INTEL
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DISC SURVEY DETAILS
DATA FROM RICK WILLSON, INTEL
DISC SURVEY DETAILS
DATA FROM RICK WILLSON, INTEL
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DISC SURVEY DETAILS
DATA FROM RICK WILLSON, INTEL
DISC SURVEY DETAILS
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DISC SURVEY DETAILS
DATA FROM RICK WILLSON, INTEL
DISC SURVEY DETAILS
DATA FROM RICK WILLSON, INTEL
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DISC SURVEY DETAILS
DATA FROM RICK WILLSON, INTEL
DISC SURVEY DETAILS
DATA FROM RICK WILLSON, INTEL
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DISC SURVEY DETAILS
DATA FROM RICK WILLSON, INTEL
DISC SURVEY DETAILS
DATA FROM RICK WILLSON, INTEL
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COMPLETE TEAM SELECTION
• EACH GROUP SHOULD INCLUDE
AT LEAST ONE MEMBER FROM
EACH PERSONALITY CATEGORY
– CAN USE SECOND TENDENCY IF
NECESSARY
– PARALLEL TYPES WILL NEED TO
ADJUST TO TEAM NEEDS
• TRY TO SELECT MEMBERS BASED
ON FIRST CHOICE FOR PROJECT
SUMMARIZE TEAM STRUCTURE
• TIME TO MAKE CHANGES
• REQUIREMENT THAT CHANGES
BE BASED ON:
– PERSONALITY CHARACTERISTIC
– WRITTEN AGREEMENT FROM
MEMBERS OF BOTH TEAMS
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TEAM POSITIONS
• TEAM LEADER
– MAKES ALL FORMAL COMMUNICATION
WITH ENGINEERING MANAGER OR
CLIENT
– COORDINATES RESOLUTION OF ANY
TEAM CONFLICTS
• SCHEDULER
– GUIDES PLANNING FOR PROJECT
– TRACKS PROGRESS ON PROJECT
AND PREPARES PERIODIC STATUS
REPORTS
STAGES IN THE LIFE OF A TEAM
• FORMING - INITIAL ASSIGNMENT
TO TEAM
• STORMING – ORGANIZING THE
TEAM FOR THE PROJECT
• NORMING – ADJUSTING TO
REALITY TO GET THE TEAM
OPERATING
• PERFORMING – GETTING THE JOB
ACCOMPLISHED
http://www.infed.org/thinkers/tuckman.htm
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INTERVIEWING
• INTERVIEWS ARE TWO-SIDED
• INTERVIEWER PRIORITIES
– WHAT CHARACTERISTICS ARE
IMPORTANT TO THE POSITION?
– HOW ARE YOU GOING TO HANDLE
INTERVIEWS AT DIFFERENT
LOCATIONS
– WHAT QUESTIONS WILL BE USED FOR
THE INTERVIEW TO OBTAIN
THENECESSARY ANSWERS?
INTERVIEWING
• INTERVIEWEE PRIORITIES
– WHAT DO I EXPECT FROM AN
EMPLOYER IN TERMS OF STABILITY,
OPPORTUNITY, SALARY AND
BENEFITS?
– HOW MUCH TIME CAN BE INVESTED IN
PREPARING FOR THIS INTERVIEW?
– WHAT QUESTIONS SHOULD BE ASKED
THE INTERVIEWER TO GET THE
NECESSARY INFORMATION?
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INTERVIEWEE PREPARATION
• MINIMUM PREPARATION
• HOW HEALTHY IS THE COMPANY?
– GROWING?
– PRODUCT LINES?
– HISTORY – TENURE IN BUSINESS?
• WHAT ARE THE JOB PARTICULARS?
– WHAT IS THE TECHNOLOGY?
– IS THIS A CRITICAL POSITION?
– IS THIS AN EXPANSION OR ARE YOU
REPLACING SOMEONE?
– HOW LONG HAS THE JOB BEEN OPEN?
– CAN YOU TUNE YOUR RESUME?
INTERVIEWEE PREPARATION
• WHAT TYPE OF INTERVIEW PROCESS
WILL BE USED?
– HOW LONG IS THE INTIAL SESSION AND WHO
IS PRESENT?
– HOW ARE FOLLOW-UP SESSIONS ARRANGED
AND WHO PARTICIPATES?
– HOW CAN YOU PREPARE FOR EACH LEVEL?
• ANSWERS TO POSSIBLE QUESTIONS
– WHAT DID YOU LIKE ABOUT PREVIOUS
POSITIONS?
– WHERE DO YOU PLAN TO BE IN FIVE YEARS?
– ARE YOU WILLING TO WORK OTHER THAN
DAY SHIFTS?
– ARE YOU WILLING TO RELOCATE OR TRAVEL?
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INFORMATION SOURCES
• NET DATA
– ECONOMIC DATA FROM STOCK
REPORTS
– TECHNOLOGY DATA
• ON-LINE JOB DESCRIPTIONS
• COMPANY HR REPRESENTATIVES
RESUME TUNE-UP
• REVISE YOUR BASIC RESUME
AFTER YOU HAVE DONE THE
OTHER PREPARATION
– NEEDS TO BE CONCISE BUT PROVIDE
THE CRITICAL INFORMATION
– WORK WITH CAREER PLANNING IF
YOU WANT AN OBJECTIVE REVIEW
• TUNE YOUR COVER LETTER
– NEEDS TO BE SHORT AND EMPHASIZE
WHY YOU ARE A GOOD MATCH FOR
THE POSITION
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