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Lead OS
Lead OS
A
Presentation from ITM, Mussoorie
By
Dr. Deepak K Panda,
Scientist ‘D’(DRDS)
Defining Project Success Continued Changes Until Maturity
Reached in terms of Unique Users’
Acceptability Proposition
Human inefficiencies
Quality problems
Lack of
Commitment,
Problematic Case: Team Synergy,
Production begins
Risk Prone Coordination,
Project Cost
Users’
Confidence Communication,
Processes not in
Consensus,
control Users’ Collaboration
Customers’ Satisfaction
Acceptance
Design changes
Mature Product Organizational
Symptoms
Unstable design Production begins
Processes in
control
Immature technology Commitment,
Proven reliability
Team Synergy,
Coordination,
Mature
Stable design
Successful Case Communication,
Begin a technology
Customized Consensus,
program Risk Managed Collaboration
Akash
Trishul
Nag
Astra
MATRIX STRUCTURE
Team Effectiveness Criteria
1. Does the team’s output meet the standards
of those who have to use that output?
2. Does the team experience enhance the
capability of the members to work together
in the future?
3. Does the team experience contribute to the
personal well-being and development of the
members?
Designing & Managing a Team
• Setting and communicating the agenda
• Determining the type of teamwork needed
• Choosing the right mix of people
• Shaping the team’s culture
• Coaching the team and providing feedback
• Managing the team’s boundaries
A Team’s Actual Performance Does
Not Always Equal its Potential
Performance
Team
Membership Team Outcomes
•personalities Process •Performance
•motivation levels •norms •Satisfaction of Members
•skills and knowledge •conflict
•conformity
•development
Team
Structure
•size
•diversity
•Roles
•cohesion
Common Characteristics of
Effective Teams
• Agreed-Upon Goals and Clear Group Identity
• Shared Responsibility and Accountability
• Open and Two-Way Communication
• Participative Leadership and Decision Making
• Encouragement and Acceptance of Dissent
• Explicit Attention to and Management of Process
• Flexible Procedures and Use of Resources
Group Cohesiveness
FACTORSTHAT
FACTORS THAT HIGH CONSEQUENCE
CONSEQUENCEOF
OFHIGH
HIGH
INCREASECOHESIVENESS:
INCREASE COHESIVENESS: COHESIVENESS:
COHESIVENESS:
• •Homogeneous
HomogeneousComposition
Composition • •Goal Accomplishment (+)
Goal Accomplishment (+)
• •Mature
MatureDevelopment
Development • •Personal Satisfaction of Members (+)
Personal Satisfaction of Members (+)
• •Relatively
RelativelySmall
SmallSize
Size • •Increased Quantity and Quality of
Increased Quantity and Quality of
• •Frequent
FrequentInteractions
Interactions Interactions
Interactions (+)
(+)
• •Competition/External
Competition/ExternalThreat
Threat • •Groupthink (-)
Groupthink (-)
• •Success
Success • •Norm Adherence (+/-)
Norm Adherence (+/-)
GROUP
GROUP
COHESIVENESS
COHESIVENESS
FACTORSTHAT
FACTORS THAT CONSEQUENCE
CONSEQUENCEOF
OFLOW
LOW
DECREASECOHESIVENESS:
DECREASE COHESIVENESS: COHESIVENESS:
COHESIVENESS:
•Difficulty
•DifficultyininAchieving
AchievingGoals
Goals (-)
(-)
• •Heterogeneous
HeterogeneousComposition
Composition
• •Increased Likelihood of Disbanding (-)
• RecentFormation
Formation Increased Likelihood of Disbanding (-)
• Recent • •Fewer Interactions (-)
• LargeSize
Size Fewer Interactions (-)
• Large • •Individual Orientation (-)
• Physical Dispersion Individual Orientation (-)
• Physical Dispersion •Conflict
•Conflict (+/-)
(+/-)
• •Ambiguous
AmbiguousGoals
Goals
• •Low Norm Adherence (+/-)
Low Norm Adherence (+/-)
• •Failure
Failure
LOW
Immature
ImmatureTeam
Team Mature
MatureTeam
Team
6. Communications unclear
unclear clear
clear
7. Goals not
notaccepted
accepted accepted
accepted
Physical Mental
Motivates Frustrates
Challenges Angers
Focuses Tires
Optimal
performance Overload
and decision-making
Exhaustion / onset
of serious health
problems
Rust-out Burnout
Demands or Pressure
How does stress affect people??
Certain level of stress in our lives is healthy as it motivates
to succeed and be competitive.
Incident
poor morale DAFWC / sick leave permanent health damage nervous breakdown suicide
Preventative Plan