the science of teamwork: what matters in practice…
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The Science of Teamwork: What
Matters in Practice…
Eduardo Salas, Ph.D.Department of Psychology &Institute of Simulation & TrainingUniversity of Central Floridaesalas@ist.ucf.edu
Outline Today…I. Who cares about teamwork?II. What matters in teamwork?
I. The 7 C’s
III. What do effective teams do?I. Top ten listII. Leaders behaviors
IV. What can you do to enhance teamwork?I. 7 pieces of advice
V. Closing remarks.
USS Vincennes shoots down Iranian airbus (1988)
Challenger/Columbia accidents tied to poor organizational decision making (1986/2003)
Response to 9/11 reveals communication breakdowns (2001)
Katrina response lacked coordination (2005); so did Gulf Oil spill (2010)
Sago Mine disaster report cites poor command-and-control (2006)
VA Tech communications substandard (2007)
Costa Concordia cruise ship disaster (2012)
Friendly fire incidents Various health care mishaps
attributed to poor teamwork
Some Instance
s of Failures
of Teamwor
k
US 2004 Olympic Basketball Team
"We still have a couple of days, but I don't know where we are," replied USA head coach Larry Brown … I've got a pretty good understanding of who needs to play. Now the job is to get an understanding of how we have to play."
A team of experts does NOT make an expert
team
Collaborative skill is not additive
US 1980 Olympic Ice Hockey Team
Herb Brooks and 20 young “no-names” won the 1980 Olympic Gold Medal in Ice Hockey
An expert team made up of no-names…
What is the State of the Science? Theoretically-driven (170+ models!)
“Nothing more practical than a good theory.”
It’s a multi-disciplinary field Explosion of empirical work! Studying real teams; performing real
tasks “Teams in the Wild” Simulations
Experts as participants
What is the State of the Science? Hundreds of teams!
Aviation Healthcare Military Corporate world
Teams defined Task interdependency Distributed expertise Hierarchical organized
Cooperation
Motivational Drivers
Communication
Information Protocols
Cognition
Common Understanding
Coaching
Leadership Activities
Conflict
Conflict Resolution Procedures
Coordination
BehavioralMechanism
TEAMWORKConditions
Norms & Support
Cooperation… Attitudes & Beliefs:
Team Orientation Collective Efficacy Mutual Trust Openness to Experience
Good Teams… Develop collective efficacy Have strong team orientation
Coordination… Behavioral Mechanisms:
Mutual Performance Monitoring Back-up Behavior/Supportive Adaptability/ Flexibility
Good Teams… Self-correct Employ huddle, debriefs
Communication… Information exchange protocols:
Close-loop communication Precise, Timely, Clarity Appropriate terminology
Good Teams… Share unique information
Cognition… Shared understanding:
Roles & Responsibilities Knowledge of team mission; Objectives,
Norms, & Resources Familiarity with Teammates
Good Teams… Have clear roles Team norms are clear
Coaching… Leadership:
Team Leadership Promotes teamwork Cares about team members Sets ground rules
Good Teams… Have coaches Set expectations Clarify roles
Conflict… Conflict resolution strategies:
Interpersonal skills Psychological safety
Good Teams… Deal with conflict, confront it Coaches create psychological
safety
Conditions… Supportive context
Good performance recognized & reinforced Access to resources Information needed available
Policies, procedures & incentives aligns Leadership sends “signals” that
teamwork matters
Ten characteristics of effective teams…1. Clear roles & responsibilities
…have members who understand each others’ roles and how they fit together.
2. Compelling purpose – goal, vision …have a clear common purpose. …energized by their shared mission. …can evaluate current status in terms of a
destination.
Ten characteristics of effective teams…3. Team coach (leader) – promotes,
develops, reinforces …leaders that directly intervene to enact teamwork
processes. …have team members who believe the leaders care
about them. …provide situation updates. …set expectations. …self-correct first. …clarify roles. …solicit ideas and observations from team members. …seek out opportunities to reinforce effective
teamwork.
Ten characteristics of effective teams…4. Mutual trust – familiarity
…manage conflict well—team members confront each other effectively.
…have a strong sense of team orientation. …trust other team members’ “intentions”. …strongly believe in the team’s collective
capability to succeed. …develop collective efficacy.
Ten characteristics of effective teams…5. Team norms – clear, known &
appropriate …what is acceptable “around here”.
6. Shared understanding of task, mission & goals – hold shared mental models …have members who anticipate each other. …can coordinate without overt
communication.
Ten characteristics of effective teams…7. Self-correct – huddles, debriefs
…regularly provide feedback to each other, both individually and as a team (“de-brief”).
…establish and revise team goals and plans. …differentiate between higher and lower
priorities. …have mechanisms for anticipating and reviewing
issues/problems of members. …periodically diagnose team "effectiveness”,
including its results, its processes, and its vitality (morale, retention, energy).
Ten characteristics of effective teams…8. Set expectations – clear,
understood …Know who does what, when & why
9. Shared unique information – efficient information protocols …huddles, debriefs can help.
10. Organizational conditions – policies, procedures, signals
Some Advice… 1. Ensure all team members are trained
on team-based KSA’s…around six of the C’s… Team training ≠ Team building Information, demonstration, practice &
feedback, key elements Scenario carefully crafted Event-based approach
Some Advice… 2. Teach how to Debrief and Huddle!-
Simple, Powerful, & Underutilized What worked? What can be improved? Focus on as many C’s as possible. Debriefing works! (Tannenbaum, 2012)
25% Performance improvement
Some Advice… 3. Use Simulation!
Games, role plays Accelerates expertise Embedded instructional features
Some Advice…4. Develop team coaches…5. Measure & Reinforce teamwork!6. Ensure team is deployed appropriately…
…Kick-off meeting
7. For sustainability…create conditions needed… …continuous process …seek supervisory support …not an event, journey …CFO/CEO must see value, business case
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