how nasa builds teams
DESCRIPTION
4-D ProcessTRANSCRIPT
Dr. Barbara Walton, MCC, USA Diane Brennan, MCC, USA Anne Choquette, PCC, Canada
Is it rocket science or not? How NASA Builds Teams!
Introducing the team…
Dr. Barbara Walton,
MCC
Diane Brennan,
MCC
Anne Choquette,
PCC
Connecting 4-D to coaching • Provides a structure for the client to gain perspective and expand thinking • Reinforces the importance of the core competencies
– Establishing trust, Presence, Skillful listening, Direct communication, Feedback, Challenging the client, Creating awareness,
Co-creating action and methods of accountability with the client
The Origin of 4-D
Non-communication of a simple decision years earlier resulted in NASA’s 1990 Hubble Disaster
Guiding you through the 4-D Mission
The origin of 4-D and its relevance to you! An evidence-based approach measuring 8-
behaviors and benchmarking performance From NASA to local and global corporations 4-D assessments, workshops and coaching Shift the context and “stuckness” using
4-D’s Context Shifting Worksheet (CSW) Q&A
Reinforcing the need for 4-D
2003 and the Columbia Accident led NASA to launch APPEL with 4-D Systems becoming their most effective resource
What do they have in common?
Challenger Fukushima Hubble Space Telescope
Normalization of deviance Leadership failure
Lessons learned
Even the best elements cannot succeed in a toxic environment
You need to shift the context; clean it up!
Focusing on 8 behaviors
Expressing Authentic
Appreciation
Including Others
Appropriately
Clarifying Roles,
Accountability and Authority
(managing expectations)
Being Outcome
Committed
Creating Shared Interest
Keeping ALL your
Agreements
Expressing Reality-Based
Optimism
Resisting Blaming and Complaining
10
Behaviors Contexts
Willing & Energizing
Collaboration
Addressing Shared
Interests
Sustained, Effective Creativity
Expressing Reality-based
Optimism
Perceiving “Magical” Solutions
Being 100%
Committed
Outcome Focus with no Blamers
or Victims
Resisting Blaming &
Complaining
Clear and Achievable
Expectations
Clarifying Roles, Accountability
& Authority
Expressing Authentic
Appreciation
Mutual Respect &
Enjoyable Work
Appropriately Including
Others
Mutual Respect &
Enjoyable Work
Authenticity & Aligned,
Efficient Action
High Trustworthiness
& Efficiency
Keeping All Your
Agreements
A Survey …
A million employees 450 companies in 12 industries Identified high-performance Leading Indicators Productivity Profitability Employee retention Customer loyalty
Gallup found…
Often praised; Commitment to quality; Supervisor cares; Opportunities to grow.
Spoken with me about my progress; Been my best friend; Encouraged my development; My opinions matter.
Do what I do best every day; The vision/mission /purpose makes my job important.
I know what is expected of me; I have the resources to do my job right.
Cultivating
Including
Visioning
Directing
Measuring 8-behaviors and benchmarking performance
Power & Communication Systems Analysis Branch
Bottom Ave. Top >
Ave.<
Ave.
Apr-09, 73%
May-10, 85%
Your Team’s Average Score & Trend
“Seldom/Usually Meet” = 50%
“Fully Meet” = 100%
“Usually Meet” = 75%
15
Trends in Distribution of Perceptions
Power & Communication Systems Analysis Branch May-10
0
2
4 participants19Benchmarking of Perceptions of
0 0 1
49 5140
11
FullyUsuallySeldomNever
Power & Communication Systems Analysis Branch Apr-09
0
2
4 participants18Benchmarking of Perceptions of
1 015
41 382226
FullyUsuallySeldomNever
Relative Ranking of Behaviors May-10
Visioning Dimension Cultivating Dimension
Including Dimension Directing Dimension
Expressing Reality- based Optimism
Being Outcome Committed
Addressing Shared Interests
Expressing Authentic
Appreciation
Keeping All Agreements
Clarifying Roles, Accountability and
Authority
Resisting Blaming or Complaining
Appropriately Including Others
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The 4-D Approach
Boosting individual and Team Performance
Team and Individual Coaching
Team Building
workshops Assessments every six months
CSW a key part of 4-D coaching
CSW: Structure to gain perspective and expand thinking
Individual and Team Coaching
19 #19
5: DIRECTING DIMENSION Any Drama-states you need to process? Any unclear Roles, Accountability, or Authority statements or processes?
1: DEFINE THE PROBLEM/SITUATION: • Situation you want to resolve:________________________________________________________ • Outcome you are committed to realizing: _______________________________________________ • Your “Red” limiting Story-lines:_______________________________________________________ • Your “Green” empowering Story-lines: __________________________________________________ • Your experience & expression of emotions: ______________________________________________
Context Shifting Worksheet (“CSW”)
3: INCLUDING DIMENSION List everyone you need to Include to succeed:
What implicit or explicit agreements have you broken that you must now process?
2: CULTIVATING DIMENSION What can you authentically appreciate about the other party or the difficult situation? What do they want that you can want for them also?
4: VISIONING DIMENSION What uncomfortable reality must you confront to create the Outcome you want? How Committed (in %) are you to realizing the above Outcome?
Specific Actions/Requests you will now take/make: ______________________________________ _____________________________________________________________________________
Ch. 11: Manage Emotions to Manage Team Energy
Ch. 12: People Need to Feel Appreciated by You
Ch. 13: Mine the Gold in Your Shared Interests
Ch. 14: People Need to Feel Included by You
Ch. 15: Building Trustworthy Contexts
Ch. 16: Reality-based Optimism
Ch. 17: Your Team Can’t Afford Drama
Ch. 18: Don’t Put Good People in Bad Places
Also, Ch. 17: Your Team Can’t Afford Drama
Ch. 16: 100% Commitment
Ch. 10: Green Story-lines Lift Performance Ch. 10: Red Story-lines Limit Performance
20 #20
5: DIRECTING DIMENSION Any Drama-states you need to process? Avoid Blame! Any unclear Roles, Accountability, or Authority statements or processes? The documentation is there with how to carry out communication. It may not be clear enough or there may not be awareness and understanding.
1: DEFINE THE PROBLEM/SITUATION: • Situation you want to resolve: Director’s lack of communication and responsiveness • Outcome you are committed to realizing: Regular, reliable communication with Director and his staff • Your “Red” limiting Story-lines: I don’t have what I need to be prepared or to represent the organization. He doesn’t seem to care about what I need here. • Your “Green” empowering Story-lines: He has a lot of responsibility. He may not understand what I need and why I am asking now. • Your experience & expression of emotions: Mad – stressed. I feel the situation is unnecessary.
Context Shifting Worksheet www.nasateambuilding.com
3: INCLUDING DIMENSION List everyone you need to Include to succeed: VP, Director and maybe some of the staff within his section. What implicit or explicit agreements have you broken that you must now process? We have a handbook with details and requirements. Not sure this Director was exposed to this information the same as newer director’s.
2: CULTIVATING DIMENSION What can you authentically appreciate about the other party or the difficult situation? Director – He is very dedicated to the program. I’m sympathetic to the position he and the staff are in. They have a lot on their plate. What do they want that you can want for them also? He wants to do the job well.
4: VISIONING DIMENSION What uncomfortable reality must you confront to create the Outcome you want? Open, honest communication and trust with each other.
How Committed (in %) are you to realizing the above Outcome? 100%
Specific Actions/Requests you will now take/make: 1) Use documentation as a reference for context; 2) Encourage open flow with communication; 3) Ask open-ended questions 4) Stay in the conversation – focused on the common goal and manage own reaction
#21
5: DIRECTING DIMENSION Any Drama-states you need to process? Any unclear Roles, Accountability, or Authority statements or processes?
1: DEFINE THE PROBLEM/SITUATION: • Situation you want to resolve:________________________________________________________ • Outcome you are committed to realizing: _______________________________________________ • Your “Red” limiting Story-lines:_______________________________________________________ • Your “Green” empowering Story-lines: __________________________________________________ • Your experience & expression of emotions: ______________________________________________
Context Shifting Worksheet (“CSW”) www.nasateambuilding.com
3: INCLUDING DIMENSION List everyone you need to Include to succeed:
What implicit or explicit agreements have you broken that you must now process?
2: CULTIVATING DIMENSION What can you authentically appreciate about the other party or the difficult situation? What do they want that you can want for them also?
4: VISIONING DIMENSION What uncomfortable reality must you confront to create the Outcome you want? How Committed (in %) are you to realizing the above Outcome?
Specific Actions/Requests you will now take/make: ______________________________________ _____________________________________________________________________________
The 12 Elements of Great Managing To identify the elements of worker engagement, Gallup conducted many thousands of interviews in all kinds of organizations, at all levels, in most industries, and in many countries. These 12 statements – the Gallup Q12- emerged from Gallup’s pioneering research as those that best predict employee and workgroup performance. 1. I know what is expected of me at work. 2. I have the materials and equipment I need to do my work right. 3. At work, I have the opportunity to do what I do best every day. 4. In the last seven days, I have received recognition or praise for doing good work. 5. My supervisor, or someone at work, seems to care about me as a person . 6. There is someone at work who encourages my development. 7. At work, my opinions seem to count. 8. The mission or purpose of my company makes me feel my job is important. 9. My associates or fellow employees are committed to doing quality work. 10. I have a best friend at work. 11. In the last six months, someone at work has talked to me about my progress. 12. This last year, I have had opportunities at work to learn and grow. 1- Never 2-Seldom 3- Undecided 4-Usually 5- Fully
Presenter contact information: Dr. Barbara Walton, MCC, [email protected] +1 (816) 456-6380
Diane Brennan, MCC [email protected] +1 (520) 797-6645 Anne Choquette, PCC, [email protected] +1 (514) 578-7373
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