Team Building, Teamwork

Skills and Problem Solving

(Lecture 1)

Engineering Project Management

 Objectives
Developing Enthusiasm, Drive & Commitment
Ways to Encourage Initiative and Innovation
Ways to Overcome Skepticism and Negativity
Ways to Develop Trust and Build Confidence
What Makes Teams Succeed or Fail?
Effective Project Team Communication
Attending and Leading Project Team Meetings
Developing Project Team Culture and Norms
Ways to Create a Positive Team Climate
Handling Turnover and Team Membership
Changes
 Objectives
Encouraging Participation and Ownership
Using Persuasion Instead of Criticism
Maintaining a Positive Direction for the Team
Motivation Theory & Human Needs
Harnessing the Power of Listening
Team Development Process and Stages
Overcoming Team Developmental Obstacles
Giving Constructive Feedback and Support
Creating Conditions for Intrinsic Motivation
Self-Directed and Self-Managed Teams
Characteristics of Effective Teams
Icebreaker

Discard one card that is least like you

Feel free to trade cards with other
participants
Discard two cards that are least like you
Icebreaker

Review cards that others discarded

If you find a better description, pick up the
new card and discard one
You should have three cards
Reflection

How have these personal characteristics

helped you be successful at work?
Working with Pat
 Objectives

Reduce Reduce
Stress

Increase
Increase
Effectiveness
PEOPLE I PREFER TO WORK WITH

Kinds of people I like to work with:

Kinds of people I would rather avoid at work:
 Principles of Motivation

You cannot motivate people

All people are already motivated

People do things for their own reasons

You can help create an environment in

which people are self-motivated to succeed
 Great teams dont just
happen, they are built
through great leadership
15% of the reason you get a job,
keep that job, and move ahead in
that job, is determined by your
technical skills and knowledge
regardless of your profession

85% of the reason you get a job,

will keep that job, and get ahead in
that job, has to do with your people
skills and your people knowledge
Study by the Stanford Research Institute, Harvard, and Carnegie Foundation
Excellent managers of people cause others to want
to achieve organizational goals and to channel their
energy for maximum benefit of the individual and
the organization
Organizational goal
Department goal
Leaders goal
Individuals goal

Your Goals
You cannot be an effective
leader unless you gain the
willing cooperation of others

Cooperation is not getting

other people to do what you
want, it means getting them
to want to do what you want
Leadership: the art of getting someone
else to do something that you want done
because he wants to do it.
Dwight D. Eisenhower
Goodfinders look for the good in each
Person they manage

When you work with people it is a lot like mining for

gold...when you mine for gold, you must literally move
tons of dirt to find a single ounce of gold. However,
you do not look for the dirtyou look for the gold!

Andrew Carnegie
Robert Half International found that a lack of
praise and recognition was the No. 1 reason
that workers leave their jobs

Team members want a leader they can

look up to but who will not look down
on them.
Criticize the performance---not the performer

Great managers always

do
two things:

1)they always expect every member of the team to

do their best; and
2)they always inspect to make certain they get what
they expected.
Why do people behave the way they do?

Motive Satisfier
Want Goal
 Motives

People differ not only in their ability to do, but

also in their will to do, or motivation.

Motives are the whys of behavior.

If you dont understand why people do what they do

you will be unable to motivate them
 Goal-Oriented Behavior

Behavior is basically goal oriented.

Generally behavior is motivated by a
desire to attain some specific result.
The goal is not always consciously known.
The basic unit of behavior is an activity.
All behavior is a series of activities
 All individuals have many hundreds of
needs. All of these needs compete.

What determines which of these needs a

person will attempt to satisfy through a
activity?
The need with the greatest strength at a particular moment
in time leads to activity
 A motive tends to decrease in
strength if it is either satisfied or
blocked from satisfaction.

The strongest motive determines behavior

The blocking of goal attainment is
referred to as frustration.

Irrational behavior may occur when

blockage to goal accomplishment
continues and frustration develops.
 Symptoms of Frustration
Aggression
Destructive behavior
Rationalization
Making excuses
Regression
Not acting ones age
Fixation
Exhibiting the same
behavior pattern over
and over even though
experience has shown
that it can accomplish
nothing
Resignation
Losing hope of
accomplishing the
goal
 Goal Activity & Goal- Directed Activity
Goal directed activity is motivated
behavior directed at reaching a goal.
If ones strongest need is hunger, activities
such as looking for a place to eat, buying
food, or preparing food would be considered goal
directed activities.

Goal activity is engaging in the

goal itself.
In the case of hunger, food is the
goal and eating, therefore, is the
goal activity.
The strength of the need increases
as one engages in goal directed
activity.

Once goal activity begins, the

strength of the need tends to
decrease.
As one eats more and more, the strength
of the need for food declines for that
particular time.

When another need becomes stronger

than the present need, behavior changes
 If you want to influence another
persons behavior, you must first
understand what motives or needs
are most important to that person
at that time
 Needs & Motivation

Our understanding of motivation is aided by the

concept of needs.
Psychologists do not agree on social needs but
there are six that are useful for understanding
behavior in organizations:
Need for achievement
Need for power
Need for affiliation
Need for independence
Need for esteem
Need for security
 Relationship Among Needs
Combinations of needs tend to occur:
People with a strong need for esteem are
more likely to have a strong need for power
People with a strong need for achievement
are unlikely to have a strong need for
security
People with a strong need for independence
are less likely to have a strong need for
affiliation
 Put it Use!
A. Enjoys being a celebrity
B. Resents authority figures
C. Worries about making mistakes Achievement __ __ __
D. Prefers tasks that are very challenging Power __ __ __
E. Desires recognition for contributions Affiliation __ __ __
F. Likes to manipulate people Independence __ __ __
G. Tries to please everybody Esteem __ __ __
H. Worries about losing his or her job Security __ __ __
I. Likes to solve problems that test his or her skill
J. Gets lonely when traveling alone
K. Likes to work at own pace without interference
L. Wants to be in charge and run things
M. Collects status symbols
N. Wants more authority over strong one.
O. Prefers participating in team tasks
Find three descriptions that
P. Enjoys planning how to improve things best indicate the need is a
Q. Worries about being disabled by illness strong one.
R. Would like to start his or her own company
Discover Four Styles of Behavior
and Explore the
General Preferences of Your Style
Discovering DiSC

Active

Thoughtful
Discovering DiSC

Questioning Accepting
 Discovering DiSC
Active

Questioning Accepting

Thoughtful
 DiSC Model
Active
Dominance Influence

Questioning Accepting

Conscientiousness Steadiness
Thoughtful
 YOUR PERSONAL DiSC INSTRUMENT

Good listener Want to make the rules

Put up with things I dont like Go straight ahead with projects
Willing to follow orders Act in a forceful way
Think of others before I decide Want to win
Will go along with others Will be the first act
Willing to help Do not give in
Nice to other people People see me as powerful
Have warm feelings for people Sure of myself
Let others lead Want to be in charge
Dont like to cause problems Like to take action
Dont make demands of people Quick to act
Total column 1 Total column 2
Subtract -1 Subtract +2
Score Score

Working across the four columns on both pages, right after each raise the number that best describes you in this
situation.
1 = very inaccurate or does not apply
2 = inaccurate
3 = neither accurate or inaccurate
4 = accurate
5 = very accurate
 YOUR PERSONAL DiSC INSTRUMENT

Like to do things accurately Wide variety of friends

Like doing things the right way Liked by others
Think of what makes sense Like to meet people
Like to be precise Fun to be with
Shy with others See things positively
Good analyzing things Feel contented
Thing through things Happy and carefree
Keep things to myself Liven things up
Think things over carefully Feel relaxed most of the time
Dont like too much attention Happy most of the time
Do things right the first time Communicate in a lively manner
Dont say much in a group Find it easy to meet strangers
Total column 1 Total column 2
Subtract -1 Subtract +2
Score Score
Working across the four columns on both pages, right after each raise the number that best describes you in this
situation.
1 = very inaccurate or does not apply
2 = inaccurate
3 = neither accurate or inaccurate
4 = accurate
5 = very accurate
 YOUR PERSONAL DiSC INSTRUMENT - SCORING

Tally Box

D I S C

Add up the scores in each column. Adjust the scores by adding or

subtracting as shown, and you will have four totals matched with symbols.
Write your adjusted score for each dimension on the blank lines in the tally
box.
 Dominant Influence

3 11

Steady Conscientious

69 17
DiSC MODEL

i
D

Questioning Accepting
Logic Focused People Focused
Objective Empathizing
Skeptical Receptive
Challenging Agreeable

C Thoughtful S
Conscientiousness Moderate Paced Steadiness
Calm
Methodical
Careful
TRADITIONAL DiSC MODEL
Perceived Power and Favorability Perceives Self as
of the Environment More Powerful
than the
Environment

Perceives Self as
Less Powerful than
the Environment
 Decides for You wont get No changes Tons of data, no
everyone a word in please conflict

AGRESSION PEOPLE PATIENCE QUALITY

D I S C
Decides not to You wont get a Change in an Dont bore me
Decide word out Instant with the details
MORE ABOUT YOU: D

If you have a high-D style, your strengths as a co-worker or team

member may be that you
make decisions when others cannot
confront tough issues or situations
accept change as a personal challenge
keep the team focused and on task
Others may see limitations because you
may come across as unapproachable
can be insensitive to others
may show impatience with others
try to move the team before it is ready
You can be more effective by
developing more patience
toning down your directness and asking more questions
working on your body language to seem more approachable and offering
more encouragement in conversation
MORE ABOUT YOU: I

If you have a high-i style, your strengths as a co-worker or

team member may be that you
are available to others
inspire others
spread your enthusiasm and positive attitude to others
give positive feedback to your colleagues
Others may see limitations because you
can be disorganized
may be superficial in your approach
lack follow-through
You can be more effective by
listening more carefully
becoming more organized
providing more detail
MORE ABOUT YOU: S

If you have a high-S style, your strengths as a co-worker or team

member may be that you
are a good team player
are sensitive to others needs
approach meeting agendas methodically
listen well
are likable
Others may see limitations because you
can be indecisive
may be indirect
resist change
You can be more effective by
becoming more assertive and direct
coping better with change
not carrying the burden of everyone elses problems
MORE ABOUT YOU: C

If you have a high-C style, your strengths as a co-worker or team

member may be that you
are thorough
follow standards
emphasize accuracy
use diplomacy
Others may see limitations because you
can be overly concerned with perfection
act aloof
tend to hamper others creativity by sticking to the rules
You can be more effective by
accepting differences
being more open
focusing on communication
 Homework
Read Chapters 2 - 3 from Teamwork and
Project Management by Carl Smith