Teamwork

CMPUT 401—Module 01

Department of Computing ScienceUniversity of Alberta

Ken Wong, 2008

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Understanding People

Ideas: “Understand ourselves and others better to

work together more effectively.”— J. Kummerow, N. Barger, L. Kirby /Work Types

“Seek to understand before beingunderstood.”— Stephen Covey /7 Habits of Highly Effective People

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Understanding People

Communication problems: “Nobody listens to me.” “If he says that again, I’d swear …” “They didn’t tell the rest of us until …” “If only they asked the people who knew …”

factors include personal values,organizational culture, power relationships,skills and resources, tone and bodylanguage, psychological type, …

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Who do you think you are?

Assessing “personality”: Carl Jung

theory of psychological types

Myers-Briggs Type Indicator (MBTI) personality typing instrument

Berkeley Personality Profile

people have preferences or predispositionsthat affect how they act

people are not trying to be “difficult”; noteveryone “thinks like you”

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Psychological Type

People differ in the way they: get and use their energy gather and take in information make decisions organize their lives

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Psychological Type

MBTI preferences: Extroversion/Introversion

outer or inner world focus

Sensing/iNtuition fact or concept data gathering

Thinking/Feeling decision making style

Judging/Perceiving structured or flexible organization

4 dimensions,leads to16 types

no valuejudgmenton the types

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Extroversion (E)

Outward focus: sociable

initiating social interactions, introducing peopleand linking them with one another

gregarious enjoy interacting with lots of people, often joining

or forming groups

participative energized by communicating in person through

talking and listening, sharing thoughts freely

enthusiastic being where the action is and at the center of

attention

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Introversion (I)

Inward focus: contained

keeping feelings and interests to themselves,solving issues on their own, staying in thebackground

intimate enjoy in-depth, one-on-one relationships

reflective liking to communicate through reading and

writing

independent wanting to connect with the task, not necessarily

other people

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Sensing (S)

Actual reality focus: concrete

knowing the facts, cautious not to go beyondwhat is known, relying on traditional ways

realistic using common sense and focusing on cost-

effectiveness

practical seeking applications and making ideas real

experiential learning about what works by doing

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Intuition (N)

Big picture focus: abstract

reading between the lines and coming up withpossible meanings

inferential liking knowledge for its own sake, searching for

and collecting ideas

theoretical trusting theories and discovering patterns,

inventing them if none exist

original being drawn to anything new or unique, inventing

clever new ways to see and do things

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Thinking (T)

Objective focus: logical

ideally, making decisions based on pros and cons

reasonable demonstrating logic and clarity in action decisions

questioning feeling compelled to ask a lot of questions about

everything

critical believing it is important to point out what is

wrong, to be skeptical

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Feeling (F)

Person-centered focus: empathic

making decisions by trusting one’s own emotionalresponses

accommodating taking the position that “if it’s really important to

you, I’ll go along with it”

accepting tolerating other views, attempting to find

something good in all people or ideas

tender seeing both sides of an issue, searching for

consensus

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Judging (J)

Structured focus: systematic

planning thoroughly for whatever might arise,having contingency plans in place

early starting beginning early to avoid the stress of a last-

minute rush

scheduled relying on routines as the most efficient and

comfortable way to get things done

methodical developing precise, step-by-step ways to

complete immediate tasks

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Perceiving (P)

Flexible focus: casual

enjoying surprises and going with the flow

open-ended wanting to keep options open, disliking

unchangeable plans, trusting what to do next willappear when it is needed

pressure-prompted waiting until the last minute in order to take

advantage of the rush of energy that comes then

spontaneous disliking routines, finding different ways to do

things to maintain interest

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Psychological Type

ENTJENFJESFJESTJ1

ENTPENFP1

ESFP1

ESTP

INTP3

INFP1

ISFPISTP3

INTJINFJISFJ1

ISTJ2

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Psychological Type

General population: 75% are E (extroversion) 75% are S (sensing) — Myers, 1985

Apple writers: 60% are E (extroversion) 90% are N (intuition) — Tognazzini, 1993

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Psychological Type

Software developers: 25–40% are ISTJ 50–70% are I (introversion) split for S (sensing) or N (intuition) 80–90% are T (thinking) — Thomsett, 1990

Great designers: can move easily between S/N, T/F, J/P — Glass, 1994

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Selected Types

ISTJ: “ISTJs are systematic, painstaking,

thorough, and hardworking. They get thejob done and complete it on schedule. Theyare serious and sincere in whatever theydo. They work well within a structure,follow the hierarchy, and are particularlystrong and careful in keeping track of factsand details. They are cautious, generallyseeking to maintain the status quo. Theyare at their best getting things to the rightplace at the right time. …”

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Selected Types

ISTP: “ISTPs are realists who apply expediency

and reasoning as they manage and adaptto situations. They are aware of what isgoing on in the environment and are ableto respond quickly to the actual facts,making sure the odds of success are intheir favor. They do not like to be tied downand will feel hamstrung when they mustoperate within tight structures andschedules. They are able to anticipateimmediate, practical needs in situations …”

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Selected Types

INTP: “INTPs are known for their quest for logical

purity, which motivates them to examineuniversal truths and principles. They areconstantly asking themselves and othersthe questions Why? and Why not? Clearand quick thinkers, they are able to focuswith great intensity on their interests. Theyappreciate elegance and efficiency inthought processes and require them, evenmore so, in their own communications. …”

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Selected Types

ENTJ: “ENTJs take charge quickly and deal

directly with problems, especially insituations that involve confusion andinefficiency. They provide structure to theorganizations to which they belong anddesign strategies to accomplish theirpersonal and organizational goals. Theydevelop broad, action-oriented plans, andsupply the necessary energy andmomentum to see that these plans areaccomplished. …”

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Selected Type

ENFJ: “ENFJs are lively and enthusiastic

facilitators who apply warmth and vision tohelping people and meeting their needs.They are aware of people’s aspirations anddevelop plans of action to make thoseaspirations into reality. They are at theirbest facilitating situations that requireinterpersonal sensitivity. ENFJs are tolerantand appreciative of others, seekinginvolvement with them in life’s tasks. Theyare able communicators who are liberal inshowing appreciation for others.”

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Psychological Type

How to use types: recognize your natural strengths identify areas where you have blind spots manage/bridge your weaker areas

notice that others have differentperspectives and needs

find ways to make constructive use of thedifferences

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Psychological Type

How not to use types: limit yourself to a box assign people into specific jobs measure skill levels excuse inexcusable behavior check mental health

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Psychological Type

Warning: “Forget traits; it’s behavior that counts!” “The best predictor of a person’s future

behavior is his past behavior.”— Stephen Robbins /Managing People

the strength of traits is weaker in strongorganizational settings

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Communication

MBTI types: Extroversion/Introversion

how people interact and engage in conversation

Sensing/iNtuition kinds of information people focus on

Thinking/Feeling how people participate or tune out

Judging/Perceiving structure and style of communication

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Communication

Extroversion: talks and thinks aloud builds on what others say, and interrupts wants to be included on all communications speak, speak, listen …

Introversion: prefers written or one-on-one communication thinks things through before going public silence is misinterpreted as non-interest listen, reflect, listen …

tips?

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Communication Tips

Extroversion: slow down, allow pauses ask others for their thoughts and feedback

Introversion: let others know what you think or need ask that a particular topic be revisited later

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Communication

Sensing: wants to discuss what is real (past/present) needs real-life examples asks for specific details may seem picky or resistant to change

Intuition: wants bigger context, wider meanings leaps to other topics and perspectives brainstorms may seem unrealistic or irrelevant

tips?

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Communication Tips

Sensing: give context or ask others to help provide it be aware your details may interrupt the flow

Intuitive: have specific times on the agenda to

brainstorm and evaluate ideas be aware your insights may distract

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Communication

Thinking: wants structure and clarity in communication wants communications to focus on work will tune out on other’s personal emotions may seem “cold” or rude

Feeling: wants personal connection in communication wants impacts on people to be considered will tune out if there’s interpersonal tension may seem to take everything “personally”

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Communication

Judging: wants communication to be goal oriented wants communication to have closure may seem controlling

Perceiving: prefers to leave the topic open wants to explore may seem directionless

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Communication

How to use types: recognize your own natural style and its

impact on others, positive and negative modify your natural style so that others

fully understand your message ask others for suggestions about how to

make communication more effective forthem

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Communication

Also need: mutual trust and respect openness to others’ ideas and information appreciation of working together common ground

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Personality Types

More factors: agreeableness

high—cooperative and trusting low—disagreeable and antagonistic

conscientiousness high—responsible and organized low—unreliable and disorganized

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Personality Types

More factors: emotional stability

high—calm and self-confident low—anxious and insecure

openness to new experiences high—creative and curious low—conventional and seek the familiar

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Personality Types

“Bones”: “There are wishbones, who spend their time

wishing someone else would do the work.There are jawbones, who do all the talkingbut little else. Next come the knucklebones,who knock everything that everyone elsetried to do. And finally, there are thebackbones, who get under the load and dothe work.”— Anonymous

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Teamwork

Jplanning

Jsetting and meeting deadlines

Jassigning tasks

Jstructuring everything

Tanalyzing the consequences of different actions

Tkeeping emotions out of the workplace

Tfocusing on tasks

Tmaking logical decisions

TypeTeam Activity

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Teamwork

Pstaying open to others’ experiences and ideas

Pbeing flexible

Ffocusing on group process

Fputting group harmony above individual needs

Faccommodating the different needs and styles of others

Fappreciating the contributions of others

Etalking about things

Eface-to-face meetings

TypeTeam Activity

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Teamwork

Type bias: without conscious decisions on “ground

rules”, members will assume that otherswill want what they want

result could be an ineffective team—ignored perspectives, undone tasks,underused members, lack of trust, etc.

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Teamwork

Example type biases: extroverts believing introverts are

withholding information or uninterested introverts are just thinking on the inside

introverts believing extroverts aresuperficial extroverts are just working out ideas by

conversation and interaction

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Teamwork

Example type biases: thinking types seeing feeling types as

taking everything “too personally” andslowing down decisions when feeling types are just ensuring people’s

needs are considered

feeling types seeing thinking types asuncaring and critical when thinking types are just trying to analyze the

issue objectively based on logic

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Teamwork

Example type biases: judging types seeing perceiving types as

lazy or trying to sabotage a project when perceiving types are just not yet ready to

move to conclusions

perceiving types seeing judging types asrigid and restrictive when judging types are just trying to keep tasks

on track

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Teamwork

Example warning signs: when people do not recognize the validity

and value of another type’s way of doingthings

when people value only what they naturallyunderstand

when people find themselves consistentlyrejecting another’s viewpoint

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Motivators

ENTJtake charge andprovide strategicdirection

ENFJfacilitate theparticipation ofeveryone in theteam

ESFJsearch for and findways to take care ofthe people aroundthem

ESTJorganize the tasksand get them done

ENTPconstantly bring newideas andpossibilities to theteam

ENFPsee the team’spotential andeagerly encourageits growth

ESFPinvolve everyoneand make it fun

ESTPsolve problems onthe spot

INTPgive clear, logicalanalyses of coreissues and tasks

INFPkeep the group trueto its mission andvalues

ISFPprovide behind-the-scenes loyal supportfor their teammembers

ISTPdeal with therealities in a logicalway

INTJprovide long-termstrategic vision

INFJencourage personalgrowth of membersto achieve theirvision

ISFJuse their experienceto make things gosmoothly for people

ISTJcollect, select, anduse relevant data

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Psychological Type

Note: types and preferences may change

over time or in certain situations within an organizational context

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Team Building

Species of teams: management problem solving worker virtual multi-disciplinary

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Team Building

Know the mission: what are the specific goals? what will the team do? who are the “customers”? what are the benefits? how will success be measured? what is realistic? what is the time frame?

part ofwritten“teamcharter”

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Mission

Kinds of challenges: new

need creative team

changing need fast and flexible team

unpleasant need motivated team

long-term need determined team

huge need experienced team

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Team Building

Introduce yourself: who are you? what is your background? what are you interested in? what are you good at doing? what new area do you want to experience?

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Team Building

Analyze your team: count how many of each preference

E, I, S, N, T, F, J, P

examine the ways the team’s preferencesmay affect work balance or imbalance what is the leader’s type and its likely impact? what’s missing? may need to compensate ask yourself “what are we overlooking?” communication may take more time

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Team Building

Need balance: “Software development is a team sport.”

— Rational Software

get the right mix of people, possessingdifferent skills and experience thatcomplement each other e.g., mix of junior and senior people e.g., not just all superstars (with clashing egos)

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Team Building

Need challenge: make sure every team member has the

opportunity to learn on the project e.g., have junior people learn about the business e.g., have senior people learn a new technology e.g., have people learn about managerial issues

but learning should not override delivery

and not everyone always wants to dosomething new

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Team Building

Generate trust: help the team members build trust and

respect in each other e.g., you trust people to tell you they are not

qualified or they need more help e.g., when people accept tasks, you trust them to

do the job right e.g., you trust that the team will provide help

when needed

trust is not giving a task to a someoneuntrained for it and “trusting” it will be done set people up for success not failure

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Trust

Trusting your team: “Sometimes you have to lead, and

sometimes you have to let the team lead.”— Susan Butcher, Iditarod champion

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Trust

Creating cooperation: “Help me … help you. Help me, help you.”

— Jerry Maguire

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Team Building

Allow disagreement: disagree constructively

traditionally, people avoid conflict (“yes” people) task “conflict” can be a source of creativity but should not get personal or out of hand

provide a way to resolve disagreements acknowledge conflict exists the people in disagreement “own” the conflict focus on the goal, problem, facts, not the person gain common ground, and understand all angles not about winning the argument at all costs develop an action plan

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Team Building

Negotiate ground rules: how do we envision and celebrate success? how do we participate and meet? how do we communicate? how do we make decisions? how do we support each other? how do we deal with conflicts? what are the needed roles? how will work be assigned? who will manage/lead?

part ofwritten“teamcharter”

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Team Structure

Hierarchical: roles:

executive managers team members (customer)

communication: decisions flow down (centralized) reporting flows up

e.g., chief programmer team

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Organizing People

Project-based: roles:

customer team members managers executive

communication: allow communication and decision flow across

units (decentralized)

e.g., egoless programming

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Team Building

Weak links: “The strength of the team is impacted by

its weakest link.”— John C. Maxwell, The Law of the Chain

“One bad apple spoils the barrel.” unreliable, irresponsible member negative influence quickly undermines the team needs more attention, robs momentum leader needs to be proactive

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Weak Links

Discussion: How do you recognize the people who will

hinder your team?

When you identify a weak link on yourteam, how do you react?

What do you need to do to avoid becomingthe weak link?

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Weak Links

Not everyone … will take the journey

attitude problem e.g., not wanting to change, “not my job”

should take the journey has incompatible agenda e.g., hogging credit, not team player

can take the journey lack of ability e.g., incapable of keeping pace

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Weak Links

Assessment by self and others: have trouble keeping pace with the others am not growing in my area of responsibility have a hard time seeing the big picture have difficulty seeing my weaknesses have a tough time working with the others consistently fail to fulfill expectations

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Meetings, Bloody Meetings

Plan: be clear about the precise objective of the

meeting be clear about why you need it list the topics (post an agenda)

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Meetings

Inform: be sure everyone knows exactly what is

being discussed, why it is being discussed,and what you want from the discussion

anticipate what information and people maybe needed at the meeting and make surethey are there

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Meetings

Prepare: form the logical sequence of items allocate time to each item based on

importance, not urgency

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Meetings

Structure and control: take the evidence stage before the

interpretation stage, and that before theaction stage

stop people from jumping ahead or goingover old ground

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Meetings

Summarize and record: summarize all decisions record right away who is responsible for

any actions

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Teamwork

Success: “We fail or succeed together. If we fail, no

one is a winner.”— Lavigne

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Team Success

Involvement: members of our team always feel included

because we … ?

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Team Success

Involvement: members of our team always feel included

because we: share information openly make decisions after including all opinions do not work in cliques

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Team Success

Cooperation: members of our team work well together

because we … ?

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Team Success

Cooperation: members of our team work well together

because we: pitch in and help one another offer to help if someone is under pressure try to make sure that workloads are evenly

spread

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Team Success

Communication: communication in the team is effective

because we … ?

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Team Success

Communication: communication in the team is effective

because we: express ourselves openly and honestly have no hidden agendas don’t discuss people behind their backs give feedback to one another as needed

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Team Success

Organization: our team is well organized because … ?

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Team Success

Organization: our team is well organized because:

our roles are clearly defined goals are specific responsibilities are clear we use the talents of our members fully we have productive meetings tasks get done on time our systems are effective

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Team Success

Improvement: our team gets better all the time because

we … ?

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Team Success

Improvement: our team gets better all the time because

we: continuously improve our systems/methods try new things take risks focus on the future, not on the past are customer-driven track our results and improvements are able to learn new skills

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Team Success

Atmosphere: it is great to be on the team because we …

?

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Team Success

Atmosphere: it is great to be on the team because we:

have a lot of fun celebrate successes all have the ability to influence decisions have ground rules that we adhere to trust each other can speak our minds without fear are treated like adults, with respect

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More Meetings,Bloody Meetings

Unite the group: let off the steam (ask) do not take sides bring in the others stick to the facts (not opinions)

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More Meetings

Focus the group: stay alert keep a hand on the wheel test comprehension paraphrase and check back

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More Meetings

Mobilize the group: protect the weak check around the group record suggestions build up ideas and decisions

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References

The Psychology ofComputer Programming G. M. Weinberg Dorset House, 1998

The Cathedral and theBazaar E. Raymond O’Reilly, 2001

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References

Peopleware T. DeMarco & T. Lister Dorset House, 1987

Work Types J. Kummerow et al. Warner, 1997

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References

SoftwareDevelopment forSmall Teams G. Pollice et al. Addison-Wesley, 2004

The Truth AboutManaging People S. Robbins Financial Times, 2008

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References

The 17 IndisputableLaws of Teamwork J. Maxwell Thomas Nelson, 2003

Overcoming The FiveDysfunctions of aTeam P. Lencioni Jossey-Bass, 2005

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References

Team Handbook D. Mallett CMPUT 300, 2001

7 Habits of HighlyEffective Teams S. McEvoy CMPUT 300, 2001

Group Projects: Howto Come Out Alive K. Winia CMPUT 300, 2001