15 kinds of variables that determine team building ...

15 KINDS OF VARIABLES THAT DETERMINE TEAM BUILDING EXCELLENCE TOOLS INTERACTION social automata not meetings demo rules of order JIT managing QUALITY totalizations globalizations MENTAL PRODUCTIVITY wisdom of crowds prediction extreme extrapolate social indexing structural cognition PUBLIC RELATIONS not PowerPoint mis-info used public/private story split

HUMAN RESOURCE MIX male/female love/negativity experience/freshness fit/challenge task/social skills passion/reflection

Resource

Reality to be Handled

BIG FIRM

COSTS HASSLES audience excesses ploddingness risk aversion STANDARD WAYS BIG FIRM 5 common cultures REALISMS unneeded mediocre doings PR FUNCTIONS CONNECTEDNESS fit context without harm insufficient isolation MANAGE STORY intermediate & final surprise build not fight for power NARCISSISMS PRODUCT int evnt replaces ext envt complete traits firm's one way protective package LIES/DELUSIONS CONSERVE NOVELTY diverseless leadership from within firm forces fake profits from without firm forces success fails COUNTERINGS neuroses & hypes of persons, eras, nations, genders, org.ns.

SUPPORTS FUNCTIONS economic political cultural social change

Style

HIGH PERFORMANCE CONSERVED LIBERALNESS no to non-fits with opportunism improvise within chosen form PREDICTABLE UNPREDICTABGLES perfect routines & breaking them master rerpertoire & combinations LARGER SMALLNESS mundane celebrity operate on larger & smaller scales UNPREPARED PREPAREDNESS prepare and refresh harder control aspects & depart aspects that others do not RICH POVERTY do with less resource & apply more resource than others PARASITE follow own norms, elite discards MULTI-SCALE OPERATING master individual level X and team level X and interactions

Style

SUPPORTS CHANGE liberation founding freedom find followers/copiers conserve novelty from forces of the past

Resource TIME TIME SUFFICIENCY TIMING competing tasks enough anticipation duration sufficiency enough support match hot topics

Resource Reality to be Handled ERROR CORRECTION blind to minorities mind body blind blind to biases bland to justice blind to environment

By Richard Tabor Greeene for Marunouchi Greene Seminar 25 July 08



PHASES POWER negative assertive partnering transformative

POPULATION INTERNAL & EXTERNAL diversity connectedness initiative-taking deployment

SOCIAL INDEXING INTERNAL & EXTERNAL interests needs capabilities

SUPPORTS PREDICTABILITY labor work/design action (consequences) revolution (all change all)

PHASES TRUST anything goes stick together find;/follow rules futile, save effort

PHASES STRUCTURE tribal sharing equally status rankings reciprocal exchange market pricing

Process

LEADERSHIP DISTRIBUTION assess 64 basic functions event function delivery multiple meeting leaders different leader per team function EXPLOIT/EXPLORE

Style

JOB SATISFACTION DEVELOPMENT CULTURE population of strivers & reliable near future created CHANCE FOR IMPACT mission and results not inconsequential given whole situation STABLE SITUATION environment and team itself stable enough that goals stay relevant HASSLE-LESS-NESS team not bogged down in whole org ways and costs team not distracted by whole org stuff CHANCE FOR INFLUENCE influence team itself, team influence whole org JUST TREATMENT team notices and rewards contributions fairly, org does same to teams

Style

Result TASK PURPOSE self determination solving phase maintenance phase

Style

TASK IMPORTANCE centrality fit political visibility

Result LEADERSHIP EXTERNAL TEAM LEVEL lead other teams in firm lead other teams outsid firm USE MISSION task as cover for bigger task modest appearance LEVERAGE & ALLIANCES empower emergents in firm empower emergents outside firm

Result IMPACT NOTICE visible, surprise, not lost in competition EXEMPLAR way of & product of work DEPTH feminize CUSTOMER SAT find requirements optimally meet them LEGEND BUILT story amazes, methods copied LEADERSHIP members made famous whole firm context changed

Checklist of 66 Dimensions (168 Variable Values ) Essential for High Performance Team Building by Richard Tabor Greene for Marunouchi Greene Seminar 6 June 2008 TASK TYPE

SELF DETERMINING Teams get tasks that vary from commands to mindlessly do some rote work to being asked to invent and change the goals and directions of the company or some part of it.

①Mindless labor

TASK ROLE

waste

SUPPORT BASIS

⑤Problem finding

⑥Cause finding

⑭Marginal

contribution

⑮Optional benefit

⑯Core value ⑰Core not core contribution

contribution

⑱Life and death need

25Earlier than

28Few

26Comfortab 27Last ly timed

minute possible

competing tasks

29Some

competing tasks

GENDER Teams too male work for appearances not realities; teams too female fail to fight for attention and resources

REALISM Teams without love lack the passion to persevere when crises appear; teams without negativity dream and idealize, failing to anticipate nasty realities

37Enough balls

39Enough love 40Enough 41Enough liars/negativit experience y

38Enough eggs

⑦Solution finding

⑧Implement ation finding

supports adequate = enough interest and motive and value for the team and its mission in the organization

52Social

change supports adequate = enough support for the team to depart from past ways and traditions and change how common things get done in the future

POWER TYPE AND PHASE Teams develop power in a fixed series of steps; they cannot skip any of these steps, and the first step requires being willing to block th work and power of others, which many teams lack the courage to do, so they never develop any practical power.

power/phase built, used, recognized = power from blocking others

62Assertive power/phase built, used, recognized = insisting others include your own agendas

MINORITY BLIND Teams all too often pretend everyone on them agrees, so disagreement or minority views get ignored till disaster strikes. Conversely, teams sometimes get so caught up in fighting that they fail to notice substantial agreement among their members.

73 Agreement hiding disagreement found/avoided

saving

competing tasks

42Enough freshness

54Work

supports adequate = work is any design or making of an object/proces s that persists = enough supports for design like CAD software, or info on customer requirements and competition

⑫Issue

monitor/resear ching

SUPPORT Some team tasks are assigned and started before needed resources are available so the teams wastes time getting them, while others are started with all needed resources nicely available.

TOPICALITY Some team tasks nicely are supported and amplified by whatever else is already going on in the organization, but other team tasks are too early or too late to get such support from organization current interests or proirities.

hallenge mix

y challenging

23Politically 24Politically marginal, visibility marginal

before needed requisites

while needed requisites appear

after needed requisites complete

for matching company mood/hot topics

time to match company mood/hot topics

COURAGE Teams lacking fit irritate the organization and bounce off of it with their proposals; teams lacking challenge do things well that have no ultimate worth or effect

CAPABILITY Teams lacking task capability fail to achieve their task; teams lacking social capability, fall apart or self destruct for social reasons before doing their task or after doing it

43Enough fit

45Enough task 46Enough 47Enough skill social engaged cohesion skill passion

44Enough challenge

55Action

supports adequate = injecting something new into the world that has unforeseeable consequences = people are not ruined by projects/team s that fail, so people are willing to accept risk and try things

TRUST TYPE AND PHASE Organizations evolve through different types of relationship to trust; after eras of no bad results from much experimentation they feel anything goes till disaster changes them to another relationship to trust; similarly organizations after disasters become so careful and limited that long periods of no error appear till they switch suddenly to more risky and adventuresome cultures of trust.

36Too late for matching company mood/hot topics

INVOLVEMENT Teams with only engaged members continue in failing lines of action dangerously long; teams with only detached people discuss endlessly without doing anything concrete

48Enough detached reflection

CHANGE Teams do not depart from past practices in one leap, they gradually detach from the past, get in between past and future, invent something new, then have to work to insert it into a resisting world of old established powers.

56Revolution 57Liberation supports adequate = supports for injecting entire new frameworks into the world that revise the value of everything = support for changing everything not somethings local

nowhere, invisible

adequate = support for not continuing past things = things like support for forming own venture, or ability to get exceptions to common rules, etc.

58Enough freedom built = support for making and keeping new promises among people/syste ms liberated from past ways, till something entirely new in history appears

59 Historic

dream adequate = attracting attention of others then and there by what we do here and now,, changing possibilities around the world by local actions

60Conserving

novelty supports adequate = protecting new inventions as babies from established forces of the past that try to assimilate away all their novelty

RELATIONSHIP TYPE AND PHASE There are just four basic ways that humans relate to each other and teams evolve through all four of these, with one or another dominating any one phase. Holding onto a phase too long is often what blocks progress in a team; as does moving to another type too son.

63Partnering 64Transform 65Individuali 66Communal 67 Hierarchic 68Fatalist

69Communal 70Authority 71Equality

MIND BODY BLIND Teams tend to be either too conceptual, making nice plans that never get implemented, or too realistic, making practical changes so conceptually weak that much work changes nothing.

BIAS BLIND Human minds have hardware biases and limitations so that real people cannot be rational in many types of situation; teams that compensate for known flaws in human thought do much better than teams that ignore or do not know them.

JUSTICE BLIND People tend to copy what works till everyone is like everyone else, lacking variety and teams tend to implement changes that unfairly make some work harder than others—preventing teams copying what works instead of doing their own thinking and making those helped by a change help those hurt by it builds morale

ENVIRONMENT BLIND Teams that borrow from elsewhere or implement in new domains need to consider culture differences in what hinders an action and in what supports it in both the origin and target cultures involved.

77Attribution 78Anchoring 79Herd error 80Loss

81Success

83, transfer

power/phase built, used, recognized = others consult you nemawashily to avoid being blocked by you

ative power/phase built, used, recognized = you partner with others change big or old ways of the org.

74Disagreeme 75Great plan 76Great nt hiding agreement found/avoided

⑪Initiative

30Too many 31Happening 32Happening 33Happening 34Too early 35Just in

AGE Teams lacking experience make bad judgments and miss subtle hidden realities; teams lacking freshness repeat so much of the past that nothing changes from their work

supports adequate = labor is any repetitious routine = when team results require lots of labor there is enough support for it in terms of people, money, facilities

new opportunity while doing old one

22Politically/ visibility well situated/supp orted

y conformist

53Labor

51Cultural

⑩Finding

⑲Completel ⑳Conform/c 21Completel

49Economic

supports adequate = enough support by authorities and those who control key political resources like visibility and promotions

⑨Activity fixing

LOCATION Some team tasks are highly visible both in PR and political terms while other tasks are not noticed by anyone or are noticed only by people lacking political influence and power.

PREDICTABILITY Teams need various types of action, from routine repetitious labor to revolutionary changes of everything—at various times one or another type of activity is crucial and the others are distractions

50Political

MAINTENANCE Team tasks often include sustaining or repairing things that others invented or started.

FIT Teams do some tasks that fit well and easily with the rest of the organization and do other tasks that challenge key parts of the organization or its traditions

FUNCTIONS Teams need all their basic social functions supported, but at various particular times one or another social function's support is crucial.

61Negative

ERROR CORRECTION

④Direction setting

SPACE Some team tasks occur/are-done when everyone has much free time, while others are added at bad times when everyone is already too busy to do extra work

supports adequate = enough resources, production, distribution, and innovation

EVOLUTION FLOW

invention

ANTICIPATION Some team tasks prevent or generate conditions while others respond to crises at the last possible moment or too late to help at all.

really needed

PERSON TYPE BALANCE

③Sheer

CENTRALITY Teams do tasks that vary from being phony, for show, only to being absolutely essential for the survival of the whole organization.

⑬Complete

TASK TIME

②Clever design

SOLVING Teams get asked to solve things and that varies from finding what the problem is to getting a good solution already around better implemented.

but not implementable found/avoided

implementatio n of tiny impact found/avoided

st culture component/p hase exists = the anything goes attitude that mistakes are not dangerous (causes eventually dangerous errors/crises)

error found/avoided = saying I cause good things but environment causes bad ones

culture component/p hase exists = the attitude that the world is dangerous, we can trust only each others = inefffectivene s is okay if we all agree

error found/avoided = any previous experience biases subsequent percept and action

culture component/p hase exists = this far is okay, beyond that is dangerous, the world is full of rules and boundaries to follow/obey

found/avoided = doing things I think won't work because of social pressures or copying others, not wanting to be different

culture component/p hase exists = trying does not work, better to take it easy and minimize hassle, because nothing works well

avoidance bias error found/avoided = prefer avoiding a loss to gaining something, work harder to avoid loss than to get a gain

sharing processes/pha se exists = everyone shares equally in all good things, like primitive jungle tribes sharing protein in diets

always fails error found/avoided = people copy what succeeds till everyone works same way = too little diversity to handle

ranking processes/pha se exists = stratifying things by status, rank, authority so some rule others

82Failure to

share pain error found/avoided = changes make some jobs harder, others easier, so those helped should assist those

matching processes/pha se exists = taking turns and exchanging things of equivalent value, reciprocity

across culture support differences error found/avoided = when supports in origin culture differ from supports in

72Market

pricing processes/pha se exists = asking for bids and awarding things based on prices and bids made; demand supply balancing

84Transfer

across cultures hindrance differences error found/avoided = when blocks in origin culture differ from blocks in application

changes in environment

LEADERSHIP

DISTRIBUTION Teams tend to concentrate leadership over time, also thereby reducing it dangerously; teams have to sustain efforts that distribute leadership functions done and people doing them, as concentrating leadership in one or more particular persons ultimately reduces it dangerously

8564 basic

leadership functions assessed regularly = instead of doing some leading exact type/amount of it needed is determined

BIG FIRM REALISM

IMPACT

meetings have 6 to 8 leaders = different person leads each agenda item type at all meetings

88All team

functions have different leaders; All team members lead some function(s)

culture

EXPLOIT/EXPLORE Teams that do not develop new skills in their members are hated; teams that do not notice and use talents of their members are hated.

TEAM LEVEL Teams can lead other individuals and teams, though few plan this and execute it well

USE MISSION Doing what the organization asks/requires condemns your to insignificance—better use assignments as platforms for inventing/handling more important possibilities.

LEVERAGE & ALLIANCES Teams that work too much alone miss synergies and piggy backing opportunities—the chance to ride another trend or development to success

89All team

91Team as

93Team uses 94Teams

95Team

members have usingtheir-talent assignments

90All team

members have challengingthem-to-grow assignments

whole leads other teams or units in the firm

92Team as

whole leads other teams or units outside the firm

its assigned task as excuse to do much more important/bol d bigger task

hides immense task/accompli shment inside modest disguise exterior mission

empowers/us es emergent new/best capabilities elsewhere in the firm

96Team

empowers/use s emergent new/b est capabilities elsewhere outside the firm

TEAM ANTI-VENOM Teams have to fit their environment but their environments are often bad and self destructive.

STORY MANAGEMENT Teams have to manage what others know and say about them, all along and at the end when announcing results.

PRODUCT ANTI-VENOM Teams release not only products of their work but they package those products to make them fit the organization without being harmed by the organization's weaknesses

CONSERVING NOVELTY Organizations ask teams to invent things or solve them but then reject anything new, so teams have to protect the novel parts of their results from assimilation to past norms in the org.

QUALITY Teams release their results into organizations of real people with biases, neuroses, and distortions that undermine team results, so teams have to protect their results from known flaws in people.

97Team actually does much

99Team fits 100Team

101Team

102Team

103Team

105Team

107Team

98Team actually seen to be doing much = all teams have necessary PR function

organization contexts

protected from harms from organization contexts

controls intermediate story/impress ion = destroys gossip

keeps core surprise accomplishm ents secret till desired release date

product has complete needed traits

104Team

product has package it appears in to protect it from bad forces/politic s in the organization

releases product in package in counterattack against forces assimilating the new to the old within the org

106Team

releases product in package in counterattack against forces assimilating the new to the old outside the firm

processes and products counter neuroses in nation, gender, era, organization, and persons

108Team

processes and products counter hype and exaggerations in economy, company, leaders,

NOTICE Teams can have impact only if what they do gets noticed, attracts attention.

EXEMPLAR Teams whose results and methods or work not only solve their particular problems but solve other problems throughout the organization, get noticed and have impact.

DEPTH Males dominate the world so most solution feminize systems

CUSTOMER SATISFACTION Teams that find out what others require of their results and who make results that satisfy those getting them have impact.

LEGEND BUILT Teams generate, in addition to results, stories of their journey and methods they used to get the job done—both of these can be sources of impact.

LEADERSHIP Teams that make their members famous and that change entire organizations have impact.

109Team is

112Team

114Team

115Team

117Team

119Team

110Team

results are highly surprising; isolation/con nection managed well

111Team

results release not lost in competing announcemen ts, news, or team results

way of work is solution culture example for the firm/nation/g ender

113Team

product of work is solution culture example for the firm/nation/g ender

way and product of work feminize work systems

optimizes product to satisfy eventual customers of its results = TQM methods

116Team

does world best job of obtaining/foll owing customer sat requirements of its customers

process story amazes; team result story amazes; team member stories amaze

118Team

invents methods envied by and copied by other teams; team members become leaders/found ers of other teams

makes all its members famous as leaders

120Team

changes the context and overall story of the firm with is work, results, packages, story

INTERACTION Teams that use people better than the people use themselves are valued by their members; a team has to get done more with its people than they could do in the same time alone, to keep their respect.

QUALITY Totalizing bodies of knowledge by getting non-professional doing of them outperforms expert use of the same knowledge.

MENTAL PRODUCTIVITY Teams that deploy particular tools that increase mental productivity of predicting, seeing market dynamics, getting people to know each other, and handling ideas, tend to maintain morale and have impact.

TEAM P.R. Teams have to manage the image, impression, info, and results that others get from them, during work and after results are achieved.

121Team uses

124Team

126Team

130Team

social automata not usual meetings/discussi ons = arrays of people used as computers, fixed roles to each person unit, pass results to next units

COUNTER BIGNESSES

87All

application culture

BEING REAL Teams have to do a lot and have to be seen doing a lot both—PR is an essential task of all teams in big organizations

highly visible

TOOLS

86Event or process delivery of 64 leadership functions used = delivering them by workshop procedures not special fixed social class of persons

hurt to get any implementatio n supported

122Team

uses democratic rules of order not usual meeting formats = all agenda items assigned different treatment and leader of that treatment and time

123Team

uses Just-inTime managing not fixed inventory social class called “managers” = managing delivered by procedures in workshops not by leaders

HASSLES It is hard to do even simple obvious things in big organizations so gradually everyone minimizes what they try, to avoid hassle.

133 Counter: too much audience; too little audience = difficulty of being noticed yet too many illinformed illintentioned reactions because too many strangers see what any 1 person does.

uses quality totalizations for superb process performance and customer satisfaction = whole team membership insures/meas ures customer sat

125Team

uses quality globailization s for superb process performance and customer satisfaction = ten quality types (envt. Product, conflict, etc.) combined in team measures

STANDARD WAYS Organizations tend to agree on right ways to do everything reducing variation and experimentation and learning.

uses wisdom of crowds for prediction tasks = team uses judgment of hundreds to do prediction tasks, not a few experts

127Team

uses extreme product extrapolation to model market dynamics = team uses extreme items in an area to understand dynamics of normal items there

CONNECTEDNESS Teams need to be isolated enough to surprise orgs and connected enough to influence them and get support from them.

128Team

uses social indexing theory to cohere within itself and outside itself = team measures the degree to which people know the needs, interests, and abilities of other people in any unit/market/t eam/org

129Team

uses structural cognition tools to multiply mental productivity & accuracy = team uses fractals and structural reading diagrams to apply common mental operators to 50 or 100 items in the same time others apply them to 5 or 10 ideas.

NARCISSISMS Big organizations by being big tend to become environments instead of seeing their external environment.

uses beyondPowerPoint tools for presentations to NOT put audiences to sleep

131Team

uses deliberate misinformation and misdirection to mislead enemies and competitors

132Team

always has public available story hiding private real story

LIES/DELUSIONS/EXAGGERATIONS Big organizations generate herd behaviors, of people copying each other and emotionally reacting to what others do without thinking.

134counter: 135Counter: 136Counter: 137Counter: 138Counter: 139Counter: 140Counter: 141Counter: 142Counter: 143Counter: 144Counter: responses to yesterday's news; structured for doing past well = big orgs are slow to notice and slow to respond to changes, and timid about handling them, following other orgs to be safe

risk aversion, control neurosis, by finite elementizations = big orgs fear failure more than they like success so if you break an initiative into small similar pieces and implement them, overall risk to one sponsor is reduced = increase in use

5 common cultures of business: US, male, techno, capitalism, monkey = most problems in business comes from common cultures no one challenges or is aware of, if you depart from these, you surprise, get attention, and lead others,

doing unneeded things, doing mediocre things, doing only what nearly dead leaders can understand = big orgs make it such a hassle to do simple riskless things that people give up trying things

not enough isolation to surprise whole org with enough release of intermediates to keep team motivated = team members often talk too much to outsiders so intermediate results get known making final results unsurprising and un-

fighting old established powers or competing for them, instead build new power from scratch = male monkeys tend to look vertically at bosses and career promotions and fail to notice horizontal things like customers; they tend to

tendency of internal environment to gradually replace external environment = big orgs are so big that everyone reacts to things inside them gradually forgetting the environment external to the org.

doing things the company's usual, favored, or mandated ways = big organizations have less variety in them than smaller ones do, because of effects of herds and copying “what works” for others;

effects of the utterly stupid environment the team's results will be released into; counter diverse-less leadership ranks = orgs tend to choose all the same type of people as leaders, cuz when any 1 type dominates they promote people like themselves as

the fake profits powers/habits of nearly all organizations = orgs constantly tell lies to themselves and others about how successful they are because rewards are paid for “success”, an incentive to make up fake temporary successful

the success always fails dynamics of copying what worked till no variety is left when envt. Changes = all notice what others do that works, and copy it, till everything is done the same “right” way so the org lacks all variety and fails catastrophicall y when environments

solving what they cannot solve

HIGH PERFORMANCE RESEARCH

fight for established power rather than building new power from scratch

new leaders = deep limits of the same type dominate all leaders

results

change

CONSERVED LIBERALITY Great teams maintain some things very well while varying other things tremendously.

PREDICTABLE UNPREDICTABLES Great teams have reliable things they always do the same way while having the ability to surprise and break out of their own routines

LARGER SMALLNESS Great teams operate on more size scales, doing bigger and smaller things than other teams.

UNPREPARED PREPAREDNESS Great teams prepare more while being more spontaneous and fresher than others; they paradoxically optimize preparation and freedom from preaprations

RICH POVERTY Great teams relate to resources by using less of them and more of them than others.

PARASITE Great teams feed off of outside teams and trends, using them for their own purposes

MULTI-SCALE OPERATING Great teams get the individual member and the whole team level of anything to both support each others

145

147

149 mundan 150

151

153

155

156 multi-

opportunisti c integrity: say no to non-fitting opportunities while being opportunist

JOB SATISFACTION

appreciated.

146

liberal conservative: conserve chosen form while freely improvising

predicta ble improvisations : develop predictable behaviors team members can use while improvising wildly; perfected breakings: perfect routines while practicing breaking them; master routines and master breaking them

148

inventiv e traditions: master routine repertoire while inventing new combinations of repertoire elements extreme repertoire: have more routines, more diverse routines, and longer combinations of them in your repertoire ; unlearn learnings: challenge own ways and routines while yet mastering them

e celebrity: work in historic context while investing energy in particulars; everyman manager: whole/all work challenges addressed in each unit, while units specialize into excellence

larger smallness: operate both on larger and smaller size scales than opponents at once

fresh exhaustion: prepare harder than opponents while resting more than them, perform harder while staying looser

152

planned spontaneity: controlling aspects of situation others did not think of while departing from unheard of aspects

celebrati ve sobriety: sacrifice more than others while celebrating more too; poverty as wealth: do things without resources that others do only with resources

154

resource surfeits: supply extreme resources for functions others supply reasonable ones for

elite discards: maintain boundaries while scrounging discards of others learn from those you surpass: be problematic for others by following your own norms; vicarious reality: compete vicariously while competing in reality;

scale effects: master individual X while mastering team X while mastering trade-offs between individual and team X disguise ultimates: seek ultimates in mundanes; respect task realities: value task intrinsics enough for victory

DEVELOPMENT CULTURE Economic development requires reliable near future and population wanting to build/establish new things in it

IMPACT CHANCE Team have to feel what they are working to get done is not too small or too late or too weak to address the real dangers/opportunities of the overall organization they are in

STABLE SITUATION Teams have to not change or be in change that is so great or fast that by the time they get their results those results are no longer relevant.

HASSLELESSNESS Teams have to be able to do basic tasks fast, inexpensively, without strings of permission and delays by authorities, and have to be able to focus without distraction by what other initiatives/teams are doing

INFLUENCE CHANCE Teams have to have enough influence and members have to have enough influence to make working on a team not futile or merely for show.

JUST TREATMENT Teams have to feel they are in both an org and a team that fairly notice and reward efforts of people.

157

159

161 Team

163

165

167

Team creates population of strivers = members become motivated to do the mission well = usually done by asking each member what they liked and disliked about their previous teams and installing improvements over their collective past team experiences

158

Team creates reliable near future = team negotiates with outside environment and supports to buffer changes so stable environment allows team to work towards a goal whose value does not suddenly change

Team mission not insignificant compared to situations the org faces = this is a matter of both perception and reality, the team must perceive its mission is not futile

160

Team results/impact not insignificant compared to situations the org faces = this is a matter of preception and reality, the team must perceive its results and impact possibilities are not insignificant

environment does not change so much as to undermine value of team mission/result s = stable environment for team performance

162

Team itself does not change so much as to undermine ability to attain needed results stable team configuration for team performance

Team efforts not overwhelmed by hassles of doing basic tasks in the org. = whole org and its ways have a certain basic level of flexibility and ease of use

164

Team not distracted endlessly by other stuff going on around them in the org. = teams can isolate themselves from other teams and efforts enough to concentrate attention on their own work

Member s feel they can influence the team enough to do the team mission well.

166

Team members feel the team can influence the org enough to do its mission well.

Team fairly notices and rewards differential efforts and costs of each member

168 Org

fairly notices and rewards differential efforts and costs of each of its teams.

The Causal Model Explained There are fifteen types of variables that determine whether a team is great or not. In the model they are arranged in groups of three, on five rows. Resources get directed at realities to be handled with a certain style becoming a process having phases from which emerges another style which gives rise to the results—excellent or poor. We can summarize this as a story of how to achieve great results with any team. Direct resources of various types at realities to be handled of various types with a specific style till a process of work emerges having its own unique style characteristics that generate the results of the team. Now it is time to get more detailed, looking at how each of the 3 types of variables in each of the 5 rows contributes to making team results excellent.

One Paragraph Summary of the Entire Causal Model—How to Build Excellent Teams Human resources, a certain mix of types of people, use or develop tools, to use other supports of their team so as to handle the time, error source, and big firm environment aspects of reality. Teams choose how well to learn and use the interests, needs, and capabilities of their members and their organizations, and they choose how much connectivity, diversity, and distribution of initiative taking to have among their members and with other teams—in so doing they make a style that they apply to the phases of their overall team process of work. Teams go through phases in their overall process of work, that differ in the way power is handled, trust is handled, and the way the team organizes itself within and in relation to other teams. During each phase of that process of work, the team also generates a style, in the form of how distributed their team leadership is, which determines how satisfying jobs on the team are, which in turn, determines how high the levels of performance reached by the team are. The results of the team, when high performance is achieved (due to distributed leadership that leads to high job satisfaction), are that the team leads other teams and turns it members into leaders, the team achieves its assigned tasks and uses them as excuses to accomplish things much more important, and the team has significant impact on the careers of its members, on the overall climate and capability of its organization, and on the world outside the organization. THREE RESOURCE TYPES: HUMAN, TOOLS, SUPPORTS Human resources use tools to develop and use other supports to do the task of the team. Human Resource Mix Adjusted to Fit Task Type

It all always starts with understanding, then adjusting, adding on to, and using human resources. You have to understand the mix of propensities on your team and the mix of propensities your task requires, so team building starts with task analysis and human propensity mix analysis—looking for task aspects well handled by the mix of propensities on a team and task aspects not likely to be well handled by the mix of propensities on the team. For the latter you have to consider either changing the task or changing the people on the team, adding or subtracting particular persons, to achieve the best mix of propensities. Tools Assembled to Fit Impact of and on the Team that You Want

In addition to people as your initial resource in any team, there are the tools that each team member or team founder has. This makes all the difference because, more than anything else, it is these tools that determines overall outcome. Everything else can be viewed in one way or another as realities to be faced, only tools are your freedom to figure out smart, powerful, inventive ways to handle such realities. There are powerful tools for all the remaining types of variables that determine team excellence, but its takes months and years to find and master enough tools to handle well all team phases and aspects. Choosing or assembling tools is done by

examining the impact you want the team to have and the impact you personally want to have on the team. Choosing, Assembling, Developing Resources for Team Social Functions, Work Types, and Change Phases so as to Achieve Wanted Leadership on and by the Team

There are three aspects of team functioning that need proper supports from outside the team, usually the environment around it. First, the social functions of all groups of humans are roughly the same and the versions of them for all teams need adequate supports—financial supports, political supports, cultural supports, and supports for social inventions and changes in present arrangements of things. Second, the kinds of work done by teams vary from mindless routines in labor, to revolutionary changing of all by all—these kinds of work need their distinct supports. Third, the ability of a team to change things outside it and to change itself, needs supports. These supports are selected, assembled, and developed more than they are given—teams without adequate supports make getting more supports their first mission. Getting adequate supports, that is, defining what supports would be adequate is done by considering the leadership the individuals on the team want to achieve in the team and the leadership the team as a whole want itself as a team to achieve in influencing others within the organization and without.

THREE TYPES OF REALITIES TO BE FACED: TIME, ERROR, BIG FIRM TRAITS The time and timing constraints on a team combine with the error sources in the minds and social dynamics of the team to determine how much of and which of the big firm weaknesses of their organization the team handles well. Tools that the team chooses or has or develops may allow them in the time constraints allowed, with the error sources around, to handle better big firm weaknesses and threats. Developing Enough Time and Proper Timing and Internal Team Leadership Sufficient to Use Time Available Well

Usually the biggest reality each team faces is time in terms of having enough time and in terms of timing things optimally. Time sufficiency depends on being able to focus, not having distraction, and having enough duration to see things started through to completion. Timing depends on enough anticipation that the team results do not arrive too late, enough of each type of support when exactly the team needs it, and achieving results when the organization as a whole is still interested in them and able to appreciate and use them well. Time allocation is decided on along with internal ways of leading the team. Depending on time available and timing of results needed, particular leadership of the team approaches will become relevant. Countering Expectable Error Types based on Job Satisfaction Conditions Wanted There are types of errors that come from brains in all humans the same way. Our brains are systematically distortive of reality. There are other types of error that come from social traits and conditions of humanity and these may vary by culture and origin and objective of the group. A major determinant of team morale, motivation, cohesion, cooperativeness, and willingness to sacrifice, is a sense in the early team phases that members and leaders in the team already anticipate and have tools for handling and preventing and correcting such expect-able error types, mitigating their harm to the team. Being on teams where the team leadership seems ignorant of or dismissive of these common error types demoralizes team members and results in severe reductions in effort. Errors to be handled are usually decided with a view to particular job satisfaction conditions wanted on the team. Countering Big Firm Environment Aspects so as to Achieve High Performance

Building teams in the big firm environment requires anticipating and handling aspects of big firms as environments. Big firms have huge costs associated with doing even simple short things. Big firms also have this huge PR requirement in that doing a good job is rarely rewarded or allowed without strong public relations tactics assuring the team of continued leeway or support. Everything you do in a big firm has to be protected ahead of time from well known erosive corrosive forces in the firm due to its sheer size. The ability of a team to be realistic about assessing and noticing and handling bad effects of firm bigness is a major determinant of the ability of the team to achieve high performance.

THE THREE PROCESS STYLE ASPECTS: SOCIAL INDEXING, POPULATION PARAMETERS, PROCESS PHASES Socially indexing the team and the organization the team is in enables setting population parameter values well within and without the team, and in each phase of the team process, so as to achieve good team results. The style that the team inputs to its process phases is how well team members know each other and other teams, and how people within the team interact and how the team interacts with other teams. That team style, input to its process phases, generates an output, work style of the team. How a team works can be judged, viewed, and adjusted from so many diverse viewpoints that there is plenty of

room for failure, error, and bad performance. How to work is a strong determinant of team results and performance and is heavily influenced by the tools team members and leaders happen to know of and have the ability to use. First, the degree to which team members know each other's interests, needs, and capabilities and the degree to which the team itself knows them for other teams and parts of their environment determines much of how the team works and how well it works. Second, when and how the team adjusts the degree of connectedness within the team and between the team as a whole and its environment within and without the organization, the degree of diversity within the team and without, and the distribution of authority to initiate various kinds of things within and without the team—these determine much of the way or style with which the team works. Third, the process of the team is an evolution among types of power, types of trust, and types of structure within the team and between it and its environment and organization. These ways of work and style of work are adjusted in each team process phase as needed with a view to all the other components of the model—resources, realities to be handled, and results. Socially Index the Team and Its Environment So Population Parameters Can be Well Set

A major dimension of how a team works is based on how well it knows itself and other teams around it. Getting team members to know the interests, needs, and capabilities of each other, and, getting the team as a whole to know the interests, needs, and capabilities of other teams in the organization and without it, sets the stage for later setting appropriately certain parameters of how the population of members within the team and how the population of teams the team interacts with, interact. Set Population Interaction Parameters for Each Team Process Phase

Another major dimension of how a team works is the degree to which it recognizes and sets certain traits of itself as a population of interacting individuals and the same parameters of the population of other teams it interacts with. The degree of connectedness (and isolation), among members and teams; the diversity (and homogeneity) among members and teams; and the degree of distribution of authority to take certain types of initiative (or its concentration) among members and teams—all of these parameters can be ignored by teams or carefully influenced and set by them. Recognize and Evolve Among Team Process Phases in the Proper Style to Generate the Next Proper Style

Another major dimension of how a team works is the process it decides on and subjects itself to. The power types, trust types, and organization of the team evolves as it works. The style of this is set by the team and it, in turn, generates a following style for the team's work. The style input generates the style output from the team's work process.

THE THREE OUTPUT STYLES: LEADERSHIP, JOB SATISFACTION, AND HIGH PERFORMANCE The leadership arrangements within the team determine its degree of job satisfaction which, in turn, determines its performance level. Lead the Team So as to Maximize Job Satisfaction of the Team

The process phases of the team, when done in a good style, cause the leadership on the team to be highly distributed. If leadership is highly distributed on the team, job satisfaction of the team members is maximized and sincerity of effort greatly increases. Optimize Job Satisfaction on the Team so as to Reach High Performance Operating on the Team

How satisfied members of the team are with their work on the team determines whether the team gets interested in high performance and attains it. More satisfied members aspire to high levels of performance, get ambitious, and have confidence to face down big firms weaknesses and threats. Drive the Team to High Performance for Great Team Results

How a team works includes not only how leadership is distributed in it, and how satisfied members are on it, but also whether the team has the traits that produce high performance. These traits are known and can be specifically encouraged and developed.

THE THREE RESULT TYPES OF TEAMS: EXTERNAL LEADERSHIP, TASK ACCOMPLISHMENT, AND IMPACT Teams either lead other parts of their organization (and of society outside it) or they do not.

They either

The Questionnaire on Team Performance By Richard Tabor Greene for Marunouchi Greene Seminar 25 July 08 Instructions: Think of the best team you ever worked on, and know well enough to judge its success, importance, and worth. The purpose of this questionnaire is to make it easy for you to analyze and present that case. Instead of just your personal random opinions, by answering each question of the questionnaire below, you will perceive and interpret various aspects of your team case using categories from research on what makes teams effective and important and enjoyable to be on. 1. What was the name of your team (if it had no clear name, invent one here to make it easy to refer to later): ________________________________________________________________________________________________________________________ 2.

Who ordered that your team come into existence (what was their role in the organization):__________________________________________

3.

Why did they order that such a team come into existence:_____________________________________________________________________

4.

Who actually chose the initial people on the team (what was their role in the organization) _________________________________________

5.

Why were those particular people chosen by that person: _____________________________________________________________________

6.

Who actually led the first meetings of this team (what was their role in the organization) ___________________________________________

7.

Characterize generally what your team was for and what it achieved by filling in ALL the blanks below and circling list items below: The main result your team achieved was what:________________________________________________________________________________ The main customer who received/required that result was what individual or group:________________________________________________ How satisfied was that customer with that result (circle ONE item in the list below): 1. very satisfied 2. somewhat satisfied 3. neutral 4. somewhat dissatisfied 5. very dissatisfied Provide some sort of evidence to support your satisfaction rating for that customer:_______________________________________________ How satisfied was your team as a whole with that result (circle ONE item in the list below): 1. very satisfied 2. somewhat satisfied 3. neutral 4. somewhat dissatisfied 5. very dissatisfied Provide some sort of evidence to support your satisfaction rating for your team:_______________________________________________ How satisfied were you with your team's main result: 1. 2. 3. 4. 5.

very satisfied somewhat satisfied neutral somewhat dissatisfied very dissatisfied

Provide some sort of evidenced to support your satisfaction rating for yourself:___________________________________________________ The second most principal result your team achieved was what:________________________________________________________________ The main customer who received/required that result was what individual or group:________________________________________________ How satisfied was that customer with that second level result (circle ONE item in the list below): 1. very satisfied 2. somewhat satisfied 3. neutral 4. somewhat dissatisfied 5. very dissatisfied Provide some sort of evidence to support your satisfaction rating for that customer:_______________________________________________ How satisfied was your team as a whole with that second level result (circle ONE item in the list below): 1. very satisfied 2. somewhat satisfied 3. neutral

4. 5.

somewhat dissatisfied very dissatisfied

Provide some sort of evidence to support your satisfaction rating for your team:_______________________________________________ How satisfied were you with your team's second level result: 1. 2. 3. 4. 5.

very satisfied somewhat satisfied neutral somewhat dissatisfied very dissatisfied

Provide some sort of evidenced to support your satisfaction rating for yourself:________________________________________________ 8.

What rewards or special recognitions did the team and/or its leaders get after its work was completed and its results delivered: ___________________________________________________________________________________________________________________

9.

Characterize your team's overall task by circling one item from EACH list below: Your team did which of the below, the most: 1. mindless labor 2. clever design 3. sheer invention 4. direction setting

Your team did which of the below the most: 1. problem finding 2. cause finding 3. solution finding 4. implementation finding

Your team did which of the below the most: 1. activity fixing 2. finding new opportunity during old one 3. initiative saving 4. issue monitoring or researching

10. Characterize the importance of what your team did by circling one item from EACH list below: Your team's overall result was mostly which of the below: 1. complete waste 2. marginal contribution 3. optional benefit 4. core value embodied 5. core contribution achieved 6. life and death need met

Your team's result was mostly: 1. completely conformist 2. conformity mixed with challenge 3. completely challenging

Your team itself was mostly: 1. invisible politically 2. marginally visible politically 3. highly visible politically

11. Characterize your team's overall relation to time and timing by circling one item from EACH list below: Your team's work overall was: Your team overall worked when: You team's work: 1. earlier than really needed 1. there were few competing tasks 1. occurred before needed requisites were available 2. nearly exactly on time 2. there were some competing tasks 2. occurred just when needed requisites were available 3. done at last possible minute 3. there were too many competing tasks 3. occurred well after needed requisites were available Your team's work was, overall: 1. too early to match company mood or hot topics of the moment 2. just in time to match company mood or hot topics of the moment 3. too late to match company mood or hot topics of the moment

You team overall had: 1. not enough time to do a quality job 2. almost exactly enough time to do a quality job 3. more than enough time to do a quality job

12. Characterize the relative balance of aspects of who was on your team by circling one item from EACH list below: Overall your team was more masculine in how it worked or more feminine? (circle one item: That imbalance was, overall, helpful or not helpful? (circle one item:

Helpful

More masculine

More feminine)

Unhelpful)

How was that imbalance what is was (either helpful or not helpful), explain briefly: ________________________________________________________________________________________________________________________ Your team had

(circle one:

more men than women on it

more women than men on it

Overall your team was more in love with its work or more skeptical and negative with it? (circle one item: That imbalance was, overall, helpful or not helpful? (circle one item:

Helpful

the same number of both) More in love

More skeptical)

Unhelpful)

How was that imbalance what is was (either helpful or not helpful), explain briefly: ________________________________________________________________________________________________________________________ Overall your team had more experience or more freshness (circle one item: That imbalance was, overall, helpful or not helpful? (circle one item:

More experience

Helpful

More freshness)

Unhelpful)

How was that imbalance what is was (either helpful or not helpful), explain briefly: ________________________________________________________________________________________________________________________ Your team had on it

(circle one:

More old people than young people

More young people than old people

Overall your team fit its organization more or challenged it more? (circle one item: That imbalance was, overall, helpful or not helpful? (circle one item:

Helpful

Fit more

the same number of both)

Challenged more)

Unhelpful)

How was that imbalance what is was (either helpful or not helpful), explain briefly: ________________________________________________________________________________________________________________________ Overall your team had more task skill or more social cohesion skill? (circle one item: That imbalance was, overall, helpful or not helpful? (circle one item:

Helpful

More task skill Unhelpful)

More social cohesion skill)

How was that imbalance what is was (either helpful or not helpful), explain briefly: ________________________________________________________________________________________________________________________ Overall your team was more engaged with its task or more detached with its task? (circle one item: That imbalance was, overall, helpful or not helpful? (circle one item:

Helpful

More engaged

More detached/reflective)

Unhelpful)

How was that imbalance what is was (either helpful or not helpful), explain briefly: ________________________________________________________________________________________________________________________ 13. Divide this team's overall period of work into four eras or time periods by filling in the rows in the table below, THEN circle one item in each row below that to further specify what each of the four time periods of your team was like:

Very first meetings

Initial work till first main challenge or crisis was overcome

Middlework till second main challenge or crisis was overcome

Final work till results were finished and delivered and the team disbanded

What was the output or result this phase produced? What was hard to do in this phase? What was the overall mood in this phase? What contribution or event was most responsible for the team overcoming its main difficulties in this phase? What aspect of the team was most unhelpful as the team did its work in this phase? How could the team have worked better in this phase? 14. Which phase was dominated by an attitude in the team as a whole that “anything goes” “mistakes are not to be feared”? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded 15. What phase was dominated by an attitude of “the world is untrustworthy, we must stick together” and “anything is okay if we do it together”? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded 16. What phase was dominated by an attitude of “this far is safe, beyond that is dangerous” and “we have many rules and restrictions to follow” 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded 17. What phase was dominated by an attitude of “effort is not rewarded” and “let's minimize hassle by making only a perfunctory effort”? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded 18. What phase was dominated by people on the team establishing their own negative power, power to block others? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded 19. What phase was dominated by the team as a whole learning to exercise and establish negative power, power to block others? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded

20. What phase was dominated by people on the team establishing assertive power by insisting their agenda items be included by others? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded 21. What phase was dominated by the team as a whole establishing assertive power by insisting its agenda items be included by others? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded 22. What phase was dominated by people on the team establishing partnering power by consulting others before they block things? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded 23. What phase was dominated by the team as a whole establishing partnering power by consulting others before they block things? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded 24. What phase was dominated by people on the team establishing transformative power by getting allies to change things with them? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded 25. What phase was dominated by the team as a whole establishing transformative power by getting allies to change things with it? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded 26. What phase was dominated by the team members relating to each other primarily by communal sharing of everything equally? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded 27. What phase was dominated by the team as a whole relating to other teams primarily by communal sharing of everything equally? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded 28. What phase was dominated by team members relating to each other primarily by creating different ranks of authority? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded 29. What phase was dominated by the team as a whole relating to other teams primarily by creating different ranks of authority? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded 30. What phase was dominated by team members relating to each other primarily by reciprocal exchanges “you scratch my back, I scratch yours”? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded 31. What phase was dominated by the team as a whole relating to other teams primarily by reciprocal exchanges “you scratch my back, I scratch yours”? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded 32. What phase was dominatedby team members relating to each other primarily by prices in markets that balance demand with supply? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded

33. What phase was dominated by the team as a whole relating to other teams by prices in markets that balance demand with supply? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded 34. Characterize how good support was for the team, in its first phase of—very first meetings—by circling ONE item on EACH list below: the economic resources of the political resources of the cultural & morale resources of. the team in this phase were: the team in this phase were: this team in this phase were: 1. more than adequate 1. more than adequate 1. more than adequate 2. somewhat adequate 2. somewhat adequate 2. somewhat adequate 3. neither adequate nor inadequate 3. neither 3. neither 4. somewhat inadequate 4. somewhat inadequate 4. somewhat inadequate 5. very inadequate 5. very inadequate 5. very inadequate

the social change resources of the team in this phase were: 1. more than adequate 2. somewhat adequate 3. neutral 4. somewhat inadequate 5. very inadequate

35. Characterize how good support was for the team, in its 2nd phase of—Initial work till first main challenge or crisis was overcome—by circling ONE item on EACH list below: the economic resources of the political resources of the cultural & morale resources of. the team in this phase were: the team in this phase were: this team in this phase were: 1. more than adequate 1. more than adequate 1. more than adequate 2. somewhat adequate 2. somewhat adequate 2. somewhat adequate 3. neither adequate nor inadequate 3. neither 3. neither 4. somewhat inadequate 4. somewhat inadequate 4. somewhat inadequate 5. very inadequate 5. very inadequate 5. very inadequate


36. Characterize how good support was for the team, in its 3rd phase of—Middlework till second main challenge or crisis was overcome—by circling ONE item on EACH list below: the economic resources of the political resources of the cultural & morale resources of. the team in this phase were: the team in this phase were: this team in this phase were: 1. more than adequate 1. more than adequate 1. more than adequate 2. somewhat adequate 2. somewhat adequate 2. somewhat adequate 3. neither adequate nor inadequate 3. neither 3. neither 4. somewhat inadequate 4. somewhat inadequate 4. somewhat inadequate 5. very inadequate 5. very inadequate 5. very inadequate


37. Characterize how good support was for the team, in its 4th phase of—Final work till results were finished and delivered and the team disbanded— by circling ONE item on EACH list below: the economic resources of the political resources of the cultural & morale resources of. the team in this phase were: the team in this phase were: this team in this phase were: 1. more than adequate 1. more than adequate 1. more than adequate 2. somewhat adequate 2. somewhat adequate 2. somewhat adequate 3. neither adequate nor inadequate 3. neither 3. neither 4. somewhat inadequate 4. somewhat inadequate 4. somewhat inadequate 5. very inadequate 5. very inadequate 5. very inadequate


38. Characterize how good support was for the team, in its first phase of—very first meetings—by circling ONE item on EACH list below: supports for repetitive labor supports for design & fabrica- supports for actions having routines of this team in this tion work of this team in this unpredictable consequences of phase were: phase were: this team in this phase were: 1. more than adequate 1. more than adequate 1. more than adequate 2. somewhat adequate 2. somewhat adequate 2. somewhat adequate 3. neither adequate nor inadequate 3. neither 3. neither 4. somewhat inadequate 4. somewhat inadequate 4. somewhat inadequate 5. very inadequate 5. very inadequate 5. very inadequate

supports for revolutionary acts that change all of this team in this phase were: 1. more than adequate 2. somewhat adequate 3. neutral 4. somewhat inadequate 5. very inadequate

39. Characterize how good support was for the team, in its 2nd phase of—Initial work till first main challenge or crisis was overcome—by circling ONE item on EACH list below: supports for repetitive labor supports for design & fabrica- supports for actions having routines of this team in this tion work of this team in this unpredictable consequences of phase were: phase were: this team in this phase were: 1. more than adequate 1. more than adequate 1. more than adequate 2. somewhat adequate 2. somewhat adequate 2. somewhat adequate 3. neither adequate nor inadequate 3. neither 3. neither 4. somewhat inadequate 4. somewhat inadequate 4. somewhat inadequate 5. very inadequate 5. very inadequate 5. very inadequate


40. Characterize how good support was for the team, in its 3rd phase of—Middlework till second main challenge or crisis was overcome—by circling ONE item on EACH list below: supports for repetitive labor supports for design & fabrica- supports for actions having routines of this team in this tion work of this team in this unpredictable consequences of phase were: phase were: this team in this phase were: 1. more than adequate 1. more than adequate 1. more than adequate 2. somewhat adequate 2. somewhat adequate 2. somewhat adequate 3. neither adequate nor inadequate 3. neither 3. neither 4. somewhat inadequate 4. somewhat inadequate 4. somewhat inadequate 5. very inadequate 5. very inadequate 5. very inadequate


41. Characterize how good support was for the team, in its 4th phase of—Final work till results were finished and delivered and the team disbanded— by circling ONE item on EACH list below: supports for repetitive labor routines of this team in this phase were:

supports for design & fabrication work of this team in this phase were:

supports for actions having unpredictable consequences of this team in this phase were:

supports for revolutionary acts that change all of this team in this phase were:

1. 2. 3. 4. 5.

more than adequate somewhat adequate neither adequate nor inadequate somewhat inadequate very inadequate

1. more than adequate 2. somewhat adequate 3. neither 4. somewhat inadequate 5. very inadequate

1. more than adequate 2. somewhat adequate 3. neither 4. somewhat inadequate 5. very inadequate

1. more than adequate 2. somewhat adequate 3. neutral 4. somewhat inadequate 5. very inadequate

42. Characterize how good support was for the team, in its first phase of—very first meetings—by circling ONE item on EACH list below: supports for liberating from past supports for founding new power routines of this team in this from nothing of this team in this phase were: phase were: 1. more than adequate 1. more than adequate 2. somewhat adequate 2. somewhat adequate 3. neither adequate nor inadequate 3. neither 4. somewhat inadequate 4. somewhat inadequate 5. very inadequate 5. very inadequate

supports for changing potentials of others of this team in this phase were: 1. more than adequate 2. somewhat adequate 3. neither 4. somewhat inadequate 5. very inadequate

supports for protecting team novelty from forces of past of this team in his phase were: 1. more than adequate 2. somewhat adequate 3. neutral 4. somewhat inadequate 5. very inadequate

43. Characterize how good support was for the team, in its 2nd phase of—Initial work till first main challenge or crisis was overcome—by circling ONE item on EACH list below: supports for liberating from past supports for founding new power routines of this team in this from nothing of this team in this phase were: phase were: 1. more than adequate 1. more than adequate 2. somewhat adequate 2. somewhat adequate 3. neither adequate nor inadequate 3. neither 4. somewhat inadequate 4. somewhat inadequate 5. very inadequate 5. very inadequate



44. Characterize how good support was for the team, in its 3rd phase of—Middlework till second main challenge or crisis was overcome—by circling ONE item on EACH list below: supports for liberating from past supports for founding new power routines of this team in this from nothing of this team in this phase were: phase were: 1. more than adequate 1. more than adequate 2. somewhat adequate 2. somewhat adequate 3. neither adequate nor inadequate 3. neither 4. somewhat inadequate 4. somewhat inadequate 5. very inadequate 5. very inadequate



45. Characterize how good support was for the team, in its 4th phase of—Final work till results were finished and delivered and the team disbanded— by circling ONE item on EACH list below: supports for liberating from past supports for founding new power routines of this team in this from nothing of this team in this phase were: phase were: 1. more than adequate 1. more than adequate 2. somewhat adequate 2. somewhat adequate 3. neither adequate nor inadequate 3. neither 4. somewhat inadequate 4. somewhat inadequate 5. very inadequate 5. very inadequate



46. Circle each of the 12 numbered errors below that your team experienced during its work and for each circled error, indicate which of the four team phases it was encountered in, and how it finally was resolved, minimized, avoided, or otherwise handled. 1.

too much or too easy agreement hiding underlying powerful disagreements What phase was this error encountered in? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded How was this error finally resolved?_________________________________________________________________

2.

too much or too easy disagreement causing the team to not find or use powerful underlying agreements What phase was this error encountered in? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded How was this error finally resolved?_________________________________________________________________

3.

great plans made but implementation is assumed not worked and done well so little effect is achieved What phase was this error encountered in? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded How was this error finally resolved?_________________________________________________________________

4.

great implementation of plans that involve such slight or shallow changes that little effect is achieved What phase was this error encountered in?

1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded How was this error finally resolved?_________________________________________________________________ 5.

blaming bad things on others and giving credit to self for all good things so responsibility for error is nearly always avoided What phase was this error encountered in? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded How was this error finally resolved?_________________________________________________________________

6.

being too often and too easily influenced by happenstance initial conditions that bias, tinge, and tilt later results irrationally powerfully What phase was this error encountered in? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded How was this error finally resolved?_________________________________________________________________

7.

doing things or choosing things because of social pressure or unwillingness to go against the crowd What phase was this error encountered in? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded How was this error finally resolved?_________________________________________________________________

8.

working harder to avoid a loss or not admit a failure than to attain success or correct failings What phase was this error encountered in? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded How was this error finally resolved?_________________________________________________________________

9.

copying what works for others till all do everything the same way so all fail together when conditions change fundamentally What phase was this error encountered in? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded How was this error finally resolved?_________________________________________________________________

10. not accounting in detail for how changes enhance some people's work and hurt others, so those hurt secretly undermine and ruin implementation What phase was this error encountered in? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded How was this error finally resolved?_________________________________________________________________ 11. failing to account for how what supported a procedure in its place of origin differs from what supports it where it is now being applied What phase was this error encountered in? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome 3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded How was this error finally resolved?_________________________________________________________________ 12. failing to account for how what hindered a procedure in its place of origin differs from what hinders it where it is now being applied What phase was this error encountered in? 1. Very first meetings 2. Initial work till first main challenge or crisis was overcome

3. Middlework till second main challenge or crisis was overcome 4. Final work till results were finished and delivered and the team disbanded How was this error finally resolved?_________________________________________________________________ 47. Circle each function below that went on in your team and indicate how strongly it was present in your team by circling the rating scale for each function:: 1.

exactly what leadership function and the exact amount of it needed is regularly assessed by the team 1. 2. 3. 4.

2.

leadership is delivered not by a special social class of people but by workshop or other procedures the team applies to itself 1. 2. 3. 4.

3.

well done by this team somewhat done by this team barely done by this team not done at all by this team

the team as a whole leads other teams or groups outside the organization either directly or indirectly by inspiring them or being copied by them 1. 2. 3. 4.

9.


the team as a whole leads other teams or groups in the organization either directly or indirectly by inspiring them or being copied by them 1. 2. 3. 4.

8.


each member of the team has an assignment for the team that challenges them to develop an ability they now lack 1. 2. 3. 4.

7.


each member of the team has an assignment for the team that uses their primary talents 1. 2. 3. 4.

6.


each on-going function of the team has its own leader, and there is a different leader for each such function 1. 2. 3. 4.

5.


each meeting of the team has 5, 6, or more leaders rather than only one leader 1. 2. 3. 4.

4.



the team uses its assigned task as an excuse to tackle something bigger, better, or more powerful that the organization needs 1. 2. 3. 4.


10. the team hides big actual accomplishments beneath a disguise of modest accomplishments so its final results will amaze people 1. 2. 3. 4.


11. the team empowers or uses emergent powers elsewhere in the firm, possibly via alliances 1. 2. 3. 4.


12. the team empowers or uses emergent powers outside the firm, possibly via alliances 1. 2. 3. 4.


48. Characterize how well this team handled big organization realities by circling each function below and circling one item on the rating scale for each function below: 1.

the team actually accomplished quite a lot 1. very true of this team 2. somewhat true of this team 3. neutral 4. somewhat untrue of this team 5. very untrue of this team

2.

the team was generally recognized for having accomplished quite a lot 1. very true of this team 2. somewhat true of this team 3. neutral 4. somewhat untrue of this team 5. very untrue of this team

3.

the team fit well the organization it was in 1. very true of this team 2. somewhat true of this team 3. neutral 4. somewhat untrue of this team 5. very untrue of this team

4.

the team protected itself from harms typical of the organization it was in 1. very true of this team 2. somewhat true of this team 3. neutral 4. somewhat untrue of this team 5. very untrue of this team

5.

the team controlled intermediate stories and gossip about itself and its work 1. very true of this team 2. somewhat true of this team 3. neutral 4. somewhat untrue of this team 5. very untrue of this team

6.

the team kept its core accomplishments rather secret so they amazed people when finally publically released 1. very true of this team 2. somewhat true of this team 3. neutral 4. somewhat untrue of this team 5. very untrue of this team

7.

the product/result of the team had all necessary traits 1. very true of this team 2. somewhat true of this team 3. neutral 4. somewhat untrue of this team 5. very untrue of this team

8.

the product/result of the team was packaged in ways that protected it from bad forces in the organization 1. very true of this team 2. somewhat true of this team 3. neutral 4. somewhat untrue of this team 5. very untrue of this team

9.

the package around the product/result of the team protected it from being assimilated to old ways and forces in the organization 1. very true of this team 2. somewhat true of this team 3. neutral 4. somewhat untrue of this team 5. very untrue of this team

10. the package around the product/result of the team protected it from being assimilated to old ways and forces outside the organization 1. very true of this team 2. somewhat true of this team 3. neutral 4. somewhat untrue of this team 5. very untrue of this team 11. the team's processes and products countered neuroses in the nation, gender, era, organization, and particular persons 1. very true of this team 2. somewhat true of this team 3. neutral 4. somewhat untrue of this team 5. very untrue of this team

12. the team's processes and products counter hype and exaggeration in nation, gender, era, organization, and particular persons 1. very true of this team 2. somewhat true of this team 3. neutral 4. somewhat untrue of this team 5. very untrue of this team 49. Characterize the impact of this team by circling each of the following items that is true of the team: 1.

the team was highly visible low.......1.......2.......3 (mid).......4.......5.......high 2. the team results surprised the organization when released low.......1.......2.......3 (mid).......4.......5.......high 3. the team results were not lost in competing announcements by other teams or competing news or changes low.......1.......2.......3 (mid).......4.......5.......high 4. the team's way of work is a solution culture for its organization, showing how to solve lots of similar problem situations in it low.......1.......2.......3 (mid).......4.......5.......high 5. the team's results of work are a solution culture for its organization, showing how to solve lots of similar problem situations in it low.......1.......2.......3 (mid).......4.......5.......high 6. the team's results feminize work systems in the organization low.......1.......2.......3 (mid).......4.......5.......high 7. the team optimizes how its results satisfy the customers who require or use those results low.......1.......2.......3 (mid).......4.......5.......high 8. the team obtains well and thoroughly what its customers require of the outputs that it produces low.......1.......2.......3 (mid).......4.......5.......high 9. the stories of the team, of its process, of its results amaze others low.......1.......2.......3 (mid).......4.......5.......high 10. the methods used by or invented by the team get copied by others in the organization low.......1.......2.......3 (mid).......4.......5.......high 11. the members of the team all became leaders as a result of the work and results of the team low.......1.......2.......3 (mid).......4.......5.......high 12. the team and its results changed the overall story and context of the organization it is in low.......1.......2.......3 (mid).......4.......5.......high 50. Characterize the tools the team used or invented by circling each tool below that the team used or invented: 1.

the team replaced usual meeting and discussion procedures with more structured “social automata” arrangements where people are arranged in certain topologies and are assigned fixed cognitive roles to do, passing intermediate results to other units in the topology low.......1.......2.......3 (mid).......4.......5.......high 2. the team designed each meeting by assigning a treatment for each topic type and a person to lead in applying that treatment to that topic low.......1.......2.......3 (mid).......4.......5.......high 3. the team delivered management functions using workshop events wherein team members apply expert management functions to themselves, instead of using a special social class called “managers” low.......1.......2.......3 (mid).......4.......5.......high 4. the team totalized particular bodies or knowledge or functions making everyone responsible for them not specialzing them in particular people low.......1.......2.......3 (mid).......4.......5.......high 5. the team combined the diverse types of quality various global movements seek (environment, human rights, TQM) and implemented them together low.......1.......2.......3 (mid).......4.......5.......high 6. the team mobilized large diverse numbers of people to do any prediction tasks it had rather than depending on experts or its members alone low.......1.......2.......3 (mid).......4.......5.......high 7. the team uses extremes to learn the dynamics of normal members of any function or group low.......1.......2.......3 (mid).......4.......5.......high 8. the team measures the degree to which interests, needs, and capabilities of other people are known by particular people and groups and takes tactics to raise the overall level of that low.......1.......2.......3 (mid).......4.......5.......high 9. the team uses particular methods so that ordinary mental operators can be applied to dozens of ideas at a time instead of just 4 or 5 at a time low.......1.......2.......3 (mid).......4.......5.......high 10. the team avoids PowerPoint and other over-used boring presentation habits, so as to genuinely engage and communicate with audiences low.......1.......2.......3 (mid).......4.......5.......high 11. the team generates deliberate mis-information and mis-direction tactics to mislead enemies and competitors about its direction and intents low.......1.......2.......3 (mid).......4.......5.......high 12. the team hides is real story behind a public cover story that provides it with enough privacy to try things, experiment, and be bold low.......1.......2.......3 (mid).......4.......5.......high 51. Characterize the way your team countered certain well known liabilities and costs of big organizations and operating within them: 1. 2. 3. 4. 5. 6. 7. 8.

the team handled well having its doings noticed by too many ill-informed or ill-intentioned people in its big organization low.......1.......2.......3 (mid).......4.......5.......high the team handled well the difficulty of getting anything noticed inside big organizations with lots going on and everyone distracted low.......1.......2.......3 (mid).......4.......5.......high the team countered effectively the tendency of big organizations to be slow at noticing things and slow reacting to things low.......1.......2.......3 (mid).......4.......5.......high the team countered well the tendency of big organizations to avoid all risk, to over-control everything, by breaking big efforts into smaller parts with lower profile, risk, and resource requirements low.......1.......2.......3 (mid).......4.......5.......high the team countered well the weaknesses from each of the 5 common cultures of business: male culture, capitalism culture, US culture, technology culture, and monkey hierarchy culture low.......1.......2.......3 (mid).......4.......5.......high the team countered well the tendency of big organizations to make it a lot of work and hassle to do simple, conservative, ordinary things so eventually no one is willing to try anything bold or big low.......1.......2.......3 (mid).......4.......5.......high the team countered well the tendency in big organizations for team members to leak information along the way so that final team results are not news, do not surprise anyone, and get little or not attention and reaction low.......1.......2.......3 (mid).......4.......5.......high the team countered well the tendency in big organizations for everyone to look vertically fighting over old established positional power, rather than inventing new power from nothing low.......1.......2.......3 (mid).......4.......5.......high

9. 10. 11. 12. 13.

the team countered well the tendency in big organizations for the internal environment to gradually substitute itself for the actual external environment till crisis redirects attention outward low.......1.......2.......3 (mid).......4.......5.......high the team countered well the tendency in big organizations for everyone to end up doing everything the same way, lacking all variety low.......1.......2.......3 (mid).......4.......5.......high the team countered well the tendency in big organizations for leaderships to become homogeneous over time till one narrow skill set and point of view judges and funds and directs everything, forcing out needed other initiatives low.......1.......2.......3 (mid).......4.......5.......high the team countered well the tendency of big organization to declare fake profits to up executive wealth at the expense of ruining the organization's future and the future of its employees and customers low.......1.......2.......3 (mid).......4.......5.......high the team countered well the tendency in big organizations for everyone to copy what works till everyone does everything the same way, so when the environment changes in a big way, there is not anyone with relevant skills to handle it low.......1.......2.......3 (mid).......4.......5.......high

52. Characterize the high performance team traits of your team by circling each of the following that was true of your team: 1.

did your team reject non-fitting opportunities while still being rather opportunistic in using whatever turns up? low.......1.......2.......3 (mid).......4.......5.......high 2. did your team preserve its fundamental form while freely improvising within it? low.......1.......2.......3 (mid).......4.......5.......high 3. Did your team perfect doing routines while also perfecting breaking them suddenly to surprise opponents? low.......1.......2.......3 (mid).......4.......5.......high 4. did your team have a bigger repertoire, more diverse repertoire, and longer strings of repertoire items than others it competed with? low.......1.......2.......3 (mid).......4.......5.......high 5. Did your team work to make historic accomplishments while investing energy in the particulars of its work? low.......1.......2.......3 (mid).......4.......5.......high 6. Did your team operate on both larger and smaller size scales than others? low.......1.......2.......3 (mid).......4.......5.......high 7. Did your team both prepare harder than others and rest better than others? low.......1.......2.......3 (mid).......4.......5.......high 8. Did your team control aspects of situations ignored by others while departing from routines no one else changes? low.......1.......2.......3 (mid).......4.......5.......high 9. Did your team sacrifice more than others while celebrating more than others? low.......1.......2.......3 (mid).......4.......5.......high 10. Did your team do some functions with less resources than others while concentrating extreme resources on some functions low.......1.......2.......3 (mid).......4.......5.......high 11. did your team use the discards of others while maintaining standards of entry and performance higher than others? low.......1.......2.......3 (mid).......4.......5.......high 12. Did your team blend the individual doing of any function and the team doing of it and trade-offs between them? low.......1.......2.......3 (mid).......4.......5.......high 53. Characterize how satisfactory working on the team was by circling all the following that were true of the team: 1.

did the team members become highly motivated to do the team mission well? low.......1.......2.......3 (mid).......4.......5.......high 2. Did the team create a reliable near future environment so criteria of excellence and results needed did not change while the team worked? low.......1.......2.......3 (mid).......4.......5.......high 3. Did the team feel its mission was not insignificant given the big challenges and changes the organization faced? low.......1.......2.......3 (mid).......4.......5.......high 4. Did the team feel its intended/accomplished result was not insignificant given what the whole organization faced? low.......1.......2.......3 (mid).......4.......5.......high 5. did the environment of the team not change so much as to undermine the results the team was accomplishing? low.......1.......2.......3 (mid).......4.......5.......high 6. Did the team itself not change so much or so rapidly that it undermined the work of the team? low.......1.......2.......3 (mid).......4.......5.......high 7. Did the hassles of working in a big organization environment not overwhelm team members and demoralize them? low.......1.......2.......3 (mid).......4.......5.......high 8. Did other stuff going on in the organization not interfere with or distract the team from its own work? low.......1.......2.......3 (mid).......4.......5.......high 9. Did team members individually feel they had enough influence on the team to make effective contributions to its work? low.......1.......2.......3 (mid).......4.......5.......high 10. Did the team as a whole feel they had enough influence on the organization to do their work effectively? low.......1.......2.......3 (mid).......4.......5.......high 11. Did the team notice fairly contributions from its individual members and differentially reward them? low.......1.......2.......3 (mid).......4.......5.......high 12. Did the organization as a whole fairly notice and reward differential efforts and costs of each of its teams? low.......1.......2.......3 (mid).......4.......5.......high

accomplish tasks of importance or not. their organization, and the world or not.

They either impact the team, careers of team members, other teams,

High Performing Teams End Up Leading Other Teams, the Organization Itself, and Those Outside the Organization

One result of a team with distributed leadership that attains high levels of employee job satisfaction unleashing forces and effort that move the team into high performance, is the team ends up leading everyone around it, in various ways. The Accomplishment of a Task of a Certain Type and Importance is Another Important Result of the Team

There are many different types of task for a team to try to accomplish and accomplish. There are many different degrees of importance of any particular type of task in an organization at any particular time. The same task at one time can be vastly more important than at other times. Teams at the very beginning have to realistically assess the type of task they have been given and its actual importance—in order to adjust human resource expectations, hopes, and goals realistically. Huge motivation, for example, applied to a ho-hum task, angers people and causes teams to fail, where honestly admitting how unimportant a team task is, may cause team members to not try too hard and enjoy the rather easy goals of the team. The Overall Impact of the Team on the Task, the Organization, and the World is the Final Result of the Team

The assigned task of the team is seldom its only or most important result. Most teams start out to do a task but grow and emerge into doing more than just that task in various ways. Organizations tend to rather narrowly notice and assess only assigned task accomplishment, ignoring anything additional or not planned, that is, emergent. Indeed, great teams always do a lot more than they were assigned to do, sometimes disguising it, so the organization will not later undermine it.

purity, self, mind models

know evolutn. conquer and create creation performance repertoire manage emer- machine & meshing management experiment gence think system models Becoming Creative

Switch Creativity Models catalog blend models

social group models

make interior exterior room

Competitive Entool

despair doorway

P13 prune noise

Insight Dynamics

Tuning Automatons

ruthless memberbenchtactic omismarking sion doing

Process Repertoire

Automate Processes set up reflection system

practice professionally

WAY WARE

tune interac- non-perfunc- value tions till emer- tory commit- intrinsics gence ment

accumulate set up failure automaton index

alternate engage detach

OutPractice pit automate perform acting, skippable reflecting, improving reflecting

mental peak perform travel reliable spot paradox

CREATE punch line last straw

practice trans- practice planting into innovating unusual venues

impro- no pervise res- mission ponse to no resource challenges doing

sudden venue style change

monitor require higher vicarious expect- standards than competing ation all exceptions

instant team try outs of noveties

develop predictable routines

HIGH PERFORMANCE CULTURE TRAITS replace winning puncture selfwith joy of play importance inflation as goal

system causes radical & solutions bets with extra effort

Playfulness & Fun make wrong approach work

adultbaby shifts

larger + smaller size scales

Logic of Extremes best & spot worst excepprocess tions as window

not view challenge routines future thru emotions of past successes

BAD BOY innovate radically in chosen form

work in historic context

conserve chosen form

Work Contradictorily

Coincidence Dynamics

Recognize Exceptions

instant coaching

GOOD GIRL use problematic parts

invest maintain energy boundaries in particulars

scrounge resources

Violate Social Norms

earned membership

omphalo- joint victory size the ownership local

engage particulars

Know Thyself be prob- skip nonlematic fitting to others opportunities

Combine Real People

address overall paradoxon in all units

show uniqueness rites & rituals

community & mission balance

If you want to EXCEL as a parent, as a MANAGER, as a LEADER, you want to inspire high performance in others--these 64 are WHAT, therefore, you specifically have to do---actions & systems & events that fosters these 64 achieve high performance (in sports, in science, in commerce, in arts)

Denison, 1990; Vaill, 1989; Ghiselin, 1952; Klar et al, 1992; Mullen and Geothals, 1987; Tannen, Sternberg, ; Grint, ; Ozaki, ; Taguchi, ; Martindale, ; Cialdini, ; Gladwell, .

; Simonton,

;

EMPLOYEE ENGAGEMENT 50 Ways to Increase and Better Direct It by Richard Tabor Greene from a dozen strategy and engagement studies LEADERSHIP DOMAIN builds/repairs/uses community to refine/choose/design and do an engaging mission

COMMUNITY DOMAIN (engagement types) full human community that fully engages to do tasks

MISSION-STRATEGY DOMAIN where/what engagement is directed towards

GALLOP OMITS LEADERSHIP ITEMS (manage mix of bureau, team, event involvement for each person and job, compiling successful events gradually into regular teams, and successful teams into regular organization parts (bureaus). Implement standard skill sets for all, that increase every 4 years or so = cognitive competitiveness.

GALLOP ITEMS (standard tools/training for each type) 11. your progress noted 4. praise weekly 5. caring boss 6. encouragement regular 7. opinions count 10. best friend at work

GALLOP ITEMS (rigorous all direction communication process) 1. expectations known 2. resources available 3. your best fits your job/role 12. learn and grow 8. role importance to task 9. all do quality work

Fractal leadership

You lead: you, execs, all 1

Direction, Challenge, Worth, Capable Message 4

TOTAL

Fractal strategy on 4 size scales:

cultures

Risk culture Invest culture from High from secure base reliable near future 6 performance 5 culture from practiced ID 7

Boundaryless Jobs: you can volunteer for as many teams as you help well 8

time　35

Waste: if total quality lean model of business is absent, engagement dissipates in wastes 45

Fair play space

Satisfaction at work: boss reln., pain share, job split balance 9

Enabling boss (no fear): define enabl.g skills and train managers in them 10

Engagement need: 1 main mountain/year for all to climb 11

Fair measures of degree/kind of engagement and results 12

leverage 36

connection s

Power stages, negative, assertive, partner, transform 13

Non-minority: people around are like me and like me 14

Social hub access 15

High social indexing: we all know each other's interests/needs/capa bilites 16

Skill (meister) 37

antidissipators

Cooperative teaming engagement (not cut throat competitive engagement) 17

Selves that have not be = manage themselves; highly engaged poorly managed selves hurt engagement by others 18

Enough detachment to direct engagement somewhere useful 19

Past, present, future oriented engagement balanced 20

Sheer growth 38　

Right direction : can ONLY be found via detached (DISengaged) reflection and reviews = too much engagement causes misdirected effort and eventually bad morale and results

Diversity handles (use diversities there)

Assignment to stretch /grow; assignments to show mastery & skill 21

Unusual types of person made into teams or running events = use each type of diversity 22

Plural competing sources of support funds, authority etc. 23

SWAT authority system (teaming layer from library bureau layer, plus event layer) 24

Financial returns 39

Wrong direction: if engagement is wrongly aimed, high engagement does not help 49

Social automata leadership (make mundane daily acts highly competitive)

Democratic rules of order = each meeting many leaders; add super-productive meeting part to usual Japanese emotion ones 25

Social automata replace usual discussions meetings; arrays of humans in social computer arrangements 26

Tune interactions till surprises and needed things emerge: manage for designed and emergent outcomes both 27

Distribute authority and responsibility and connectedness etc. in Pulses: so directedness is refelt/rethought in periods of reflection 28

Democrat ized media (change the world) 40

Making strategy real: strategy for workforce customer, external customer, board/wall-street distinct—workforce one is few clear annual deeds, not many for show, with catchball on what good implementation needs 50

Western traditions of hoarding info at top for career protection reduces genba engagement Japanese traditions of job rotation reduce professional skill depth in careers.

Missing Personal Care from Sempai, Jpse and foreign both Rotating in/out execs, Jpse seniors conserve =undirected youth

Recent Layoffs of Lines of Business and Employees Reduce engagement by One Time Factors, or more permanently?

Which numbers 1-50 help handle these issues? How?



HOW GET BOTTOM TO LEAD TOP AND VICE VERSA? HOW GET ALL TO LEAD?

HOW CREATE FULL COMMUNITY THAT DOES WORK?

HOW CASCADE UP/DOWN DIRECTEDNESS?

Execs lead: you, execs. All 2

All lead: you, execs, all 3

Mind Body Care 29 30 31

Inter ests 32

Needs Capabi 33 lities 34

Job 41

Mission 42

Career 43

Trans: self & lifespan 44

Survive imposed envt.s (past) 46 Choose favorable envt. (present ) 47 Make own envt. (niches) (future) 48

HOW TO BUILD EMOTION-MANAGEMENT & RATIONAL-MANAGEMENT SYSTEMS THAT INTERACT TO IMAGINE/ENACT STRATEGY THAT ENGAGES ALL?

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