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Teamwork
CMPUT 401—Module 01
Department of Computing ScienceUniversity of Alberta
Ken Wong, 2008
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Understanding People
Ideas: “Understand ourselves and others better to
work together more effectively.”— J. Kummerow, N. Barger, L. Kirby /Work Types
“Seek to understand before beingunderstood.”— Stephen Covey /7 Habits of Highly Effective People
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Understanding People
Communication problems: “Nobody listens to me.” “If he says that again, I’d swear …” “They didn’t tell the rest of us until …” “If only they asked the people who knew …”
factors include personal values,organizational culture, power relationships,skills and resources, tone and bodylanguage, psychological type, …
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Who do you think you are?
Assessing “personality”: Carl Jung
theory of psychological types
Myers-Briggs Type Indicator (MBTI) personality typing instrument
Berkeley Personality Profile
people have preferences or predispositionsthat affect how they act
people are not trying to be “difficult”; noteveryone “thinks like you”
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Psychological Type
People differ in the way they: get and use their energy gather and take in information make decisions organize their lives
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Psychological Type
MBTI preferences: Extroversion/Introversion
outer or inner world focus
Sensing/iNtuition fact or concept data gathering
Thinking/Feeling decision making style
Judging/Perceiving structured or flexible organization
4 dimensions,leads to16 types
no valuejudgmenton the types
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Extroversion (E)
Outward focus: sociable
initiating social interactions, introducing peopleand linking them with one another
gregarious enjoy interacting with lots of people, often joining
or forming groups
participative energized by communicating in person through
talking and listening, sharing thoughts freely
enthusiastic being where the action is and at the center of
attention
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Introversion (I)
Inward focus: contained
keeping feelings and interests to themselves,solving issues on their own, staying in thebackground
intimate enjoy in-depth, one-on-one relationships
reflective liking to communicate through reading and
writing
independent wanting to connect with the task, not necessarily
other people
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Sensing (S)
Actual reality focus: concrete
knowing the facts, cautious not to go beyondwhat is known, relying on traditional ways
realistic using common sense and focusing on cost-
effectiveness
practical seeking applications and making ideas real
experiential learning about what works by doing
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Intuition (N)
Big picture focus: abstract
reading between the lines and coming up withpossible meanings
inferential liking knowledge for its own sake, searching for
and collecting ideas
theoretical trusting theories and discovering patterns,
inventing them if none exist
original being drawn to anything new or unique, inventing
clever new ways to see and do things
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Thinking (T)
Objective focus: logical
ideally, making decisions based on pros and cons
reasonable demonstrating logic and clarity in action decisions
questioning feeling compelled to ask a lot of questions about
everything
critical believing it is important to point out what is
wrong, to be skeptical
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Feeling (F)
Person-centered focus: empathic
making decisions by trusting one’s own emotionalresponses
accommodating taking the position that “if it’s really important to
you, I’ll go along with it”
accepting tolerating other views, attempting to find
something good in all people or ideas
tender seeing both sides of an issue, searching for
consensus
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Judging (J)
Structured focus: systematic
planning thoroughly for whatever might arise,having contingency plans in place
early starting beginning early to avoid the stress of a last-
minute rush
scheduled relying on routines as the most efficient and
comfortable way to get things done
methodical developing precise, step-by-step ways to
complete immediate tasks
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Perceiving (P)
Flexible focus: casual
enjoying surprises and going with the flow
open-ended wanting to keep options open, disliking
unchangeable plans, trusting what to do next willappear when it is needed
pressure-prompted waiting until the last minute in order to take
advantage of the rush of energy that comes then
spontaneous disliking routines, finding different ways to do
things to maintain interest
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Psychological Type
ENTJENFJESFJESTJ1
ENTPENFP1
ESFP1
ESTP
INTP3
INFP1
ISFPISTP3
INTJINFJISFJ1
ISTJ2
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Psychological Type
General population: 75% are E (extroversion) 75% are S (sensing) — Myers, 1985
Apple writers: 60% are E (extroversion) 90% are N (intuition) — Tognazzini, 1993
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Psychological Type
Software developers: 25–40% are ISTJ 50–70% are I (introversion) split for S (sensing) or N (intuition) 80–90% are T (thinking) — Thomsett, 1990
Great designers: can move easily between S/N, T/F, J/P — Glass, 1994
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Selected Types
ISTJ: “ISTJs are systematic, painstaking,
thorough, and hardworking. They get thejob done and complete it on schedule. Theyare serious and sincere in whatever theydo. They work well within a structure,follow the hierarchy, and are particularlystrong and careful in keeping track of factsand details. They are cautious, generallyseeking to maintain the status quo. Theyare at their best getting things to the rightplace at the right time. …”
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Selected Types
ISTP: “ISTPs are realists who apply expediency
and reasoning as they manage and adaptto situations. They are aware of what isgoing on in the environment and are ableto respond quickly to the actual facts,making sure the odds of success are intheir favor. They do not like to be tied downand will feel hamstrung when they mustoperate within tight structures andschedules. They are able to anticipateimmediate, practical needs in situations …”
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Selected Types
INTP: “INTPs are known for their quest for logical
purity, which motivates them to examineuniversal truths and principles. They areconstantly asking themselves and othersthe questions Why? and Why not? Clearand quick thinkers, they are able to focuswith great intensity on their interests. Theyappreciate elegance and efficiency inthought processes and require them, evenmore so, in their own communications. …”
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Selected Types
ENTJ: “ENTJs take charge quickly and deal
directly with problems, especially insituations that involve confusion andinefficiency. They provide structure to theorganizations to which they belong anddesign strategies to accomplish theirpersonal and organizational goals. Theydevelop broad, action-oriented plans, andsupply the necessary energy andmomentum to see that these plans areaccomplished. …”
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Selected Type
ENFJ: “ENFJs are lively and enthusiastic
facilitators who apply warmth and vision tohelping people and meeting their needs.They are aware of people’s aspirations anddevelop plans of action to make thoseaspirations into reality. They are at theirbest facilitating situations that requireinterpersonal sensitivity. ENFJs are tolerantand appreciative of others, seekinginvolvement with them in life’s tasks. Theyare able communicators who are liberal inshowing appreciation for others.”
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Psychological Type
How to use types: recognize your natural strengths identify areas where you have blind spots manage/bridge your weaker areas
notice that others have differentperspectives and needs
find ways to make constructive use of thedifferences
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Psychological Type
How not to use types: limit yourself to a box assign people into specific jobs measure skill levels excuse inexcusable behavior check mental health
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Psychological Type
Warning: “Forget traits; it’s behavior that counts!” “The best predictor of a person’s future
behavior is his past behavior.”— Stephen Robbins /Managing People
the strength of traits is weaker in strongorganizational settings
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Communication
MBTI types: Extroversion/Introversion
how people interact and engage in conversation
Sensing/iNtuition kinds of information people focus on
Thinking/Feeling how people participate or tune out
Judging/Perceiving structure and style of communication
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Communication
Extroversion: talks and thinks aloud builds on what others say, and interrupts wants to be included on all communications speak, speak, listen …
Introversion: prefers written or one-on-one communication thinks things through before going public silence is misinterpreted as non-interest listen, reflect, listen …
tips?
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Communication Tips
Extroversion: slow down, allow pauses ask others for their thoughts and feedback
Introversion: let others know what you think or need ask that a particular topic be revisited later
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Communication
Sensing: wants to discuss what is real (past/present) needs real-life examples asks for specific details may seem picky or resistant to change
Intuition: wants bigger context, wider meanings leaps to other topics and perspectives brainstorms may seem unrealistic or irrelevant
tips?
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Communication Tips
Sensing: give context or ask others to help provide it be aware your details may interrupt the flow
Intuitive: have specific times on the agenda to
brainstorm and evaluate ideas be aware your insights may distract
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Communication
Thinking: wants structure and clarity in communication wants communications to focus on work will tune out on other’s personal emotions may seem “cold” or rude
Feeling: wants personal connection in communication wants impacts on people to be considered will tune out if there’s interpersonal tension may seem to take everything “personally”
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Communication
Judging: wants communication to be goal oriented wants communication to have closure may seem controlling
Perceiving: prefers to leave the topic open wants to explore may seem directionless
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Communication
How to use types: recognize your own natural style and its
impact on others, positive and negative modify your natural style so that others
fully understand your message ask others for suggestions about how to
make communication more effective forthem
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Communication
Also need: mutual trust and respect openness to others’ ideas and information appreciation of working together common ground
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Personality Types
More factors: agreeableness
high—cooperative and trusting low—disagreeable and antagonistic
conscientiousness high—responsible and organized low—unreliable and disorganized
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Personality Types
More factors: emotional stability
high—calm and self-confident low—anxious and insecure
openness to new experiences high—creative and curious low—conventional and seek the familiar
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Personality Types
“Bones”: “There are wishbones, who spend their time
wishing someone else would do the work.There are jawbones, who do all the talkingbut little else. Next come the knucklebones,who knock everything that everyone elsetried to do. And finally, there are thebackbones, who get under the load and dothe work.”— Anonymous
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Teamwork
Jplanning
Jsetting and meeting deadlines
Jassigning tasks
Jstructuring everything
Tanalyzing the consequences of different actions
Tkeeping emotions out of the workplace
Tfocusing on tasks
Tmaking logical decisions
TypeTeam Activity
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Teamwork
Pstaying open to others’ experiences and ideas
Pbeing flexible
Ffocusing on group process
Fputting group harmony above individual needs
Faccommodating the different needs and styles of others
Fappreciating the contributions of others
Etalking about things
Eface-to-face meetings
TypeTeam Activity
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Teamwork
Type bias: without conscious decisions on “ground
rules”, members will assume that otherswill want what they want
result could be an ineffective team—ignored perspectives, undone tasks,underused members, lack of trust, etc.
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Teamwork
Example type biases: extroverts believing introverts are
withholding information or uninterested introverts are just thinking on the inside
introverts believing extroverts aresuperficial extroverts are just working out ideas by
conversation and interaction
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Teamwork
Example type biases: thinking types seeing feeling types as
taking everything “too personally” andslowing down decisions when feeling types are just ensuring people’s
needs are considered
feeling types seeing thinking types asuncaring and critical when thinking types are just trying to analyze the
issue objectively based on logic
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Teamwork
Example type biases: judging types seeing perceiving types as
lazy or trying to sabotage a project when perceiving types are just not yet ready to
move to conclusions
perceiving types seeing judging types asrigid and restrictive when judging types are just trying to keep tasks
on track
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Teamwork
Example warning signs: when people do not recognize the validity
and value of another type’s way of doingthings
when people value only what they naturallyunderstand
when people find themselves consistentlyrejecting another’s viewpoint
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Motivators
ENTJtake charge andprovide strategicdirection
ENFJfacilitate theparticipation ofeveryone in theteam
ESFJsearch for and findways to take care ofthe people aroundthem
ESTJorganize the tasksand get them done
ENTPconstantly bring newideas andpossibilities to theteam
ENFPsee the team’spotential andeagerly encourageits growth
ESFPinvolve everyoneand make it fun
ESTPsolve problems onthe spot
INTPgive clear, logicalanalyses of coreissues and tasks
INFPkeep the group trueto its mission andvalues
ISFPprovide behind-the-scenes loyal supportfor their teammembers
ISTPdeal with therealities in a logicalway
INTJprovide long-termstrategic vision
INFJencourage personalgrowth of membersto achieve theirvision
ISFJuse their experienceto make things gosmoothly for people
ISTJcollect, select, anduse relevant data
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Psychological Type
Note: types and preferences may change
over time or in certain situations within an organizational context
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Team Building
Species of teams: management problem solving worker virtual multi-disciplinary
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Team Building
Know the mission: what are the specific goals? what will the team do? who are the “customers”? what are the benefits? how will success be measured? what is realistic? what is the time frame?
part ofwritten“teamcharter”
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Mission
Kinds of challenges: new
need creative team
changing need fast and flexible team
unpleasant need motivated team
long-term need determined team
huge need experienced team
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Team Building
Introduce yourself: who are you? what is your background? what are you interested in? what are you good at doing? what new area do you want to experience?
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Team Building
Analyze your team: count how many of each preference
E, I, S, N, T, F, J, P
examine the ways the team’s preferencesmay affect work balance or imbalance what is the leader’s type and its likely impact? what’s missing? may need to compensate ask yourself “what are we overlooking?” communication may take more time
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Team Building
Need balance: “Software development is a team sport.”
— Rational Software
get the right mix of people, possessingdifferent skills and experience thatcomplement each other e.g., mix of junior and senior people e.g., not just all superstars (with clashing egos)
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Team Building
Need challenge: make sure every team member has the
opportunity to learn on the project e.g., have junior people learn about the business e.g., have senior people learn a new technology e.g., have people learn about managerial issues
but learning should not override delivery
and not everyone always wants to dosomething new
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Team Building
Generate trust: help the team members build trust and
respect in each other e.g., you trust people to tell you they are not
qualified or they need more help e.g., when people accept tasks, you trust them to
do the job right e.g., you trust that the team will provide help
when needed
trust is not giving a task to a someoneuntrained for it and “trusting” it will be done set people up for success not failure
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Trust
Trusting your team: “Sometimes you have to lead, and
sometimes you have to let the team lead.”— Susan Butcher, Iditarod champion
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Trust
Creating cooperation: “Help me … help you. Help me, help you.”
— Jerry Maguire
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Team Building
Allow disagreement: disagree constructively
traditionally, people avoid conflict (“yes” people) task “conflict” can be a source of creativity but should not get personal or out of hand
provide a way to resolve disagreements acknowledge conflict exists the people in disagreement “own” the conflict focus on the goal, problem, facts, not the person gain common ground, and understand all angles not about winning the argument at all costs develop an action plan
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Team Building
Negotiate ground rules: how do we envision and celebrate success? how do we participate and meet? how do we communicate? how do we make decisions? how do we support each other? how do we deal with conflicts? what are the needed roles? how will work be assigned? who will manage/lead?
part ofwritten“teamcharter”
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Team Structure
Hierarchical: roles:
executive managers team members (customer)
communication: decisions flow down (centralized) reporting flows up
e.g., chief programmer team
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Organizing People
Project-based: roles:
customer team members managers executive
communication: allow communication and decision flow across
units (decentralized)
e.g., egoless programming
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Team Building
Weak links: “The strength of the team is impacted by
its weakest link.”— John C. Maxwell, The Law of the Chain
“One bad apple spoils the barrel.” unreliable, irresponsible member negative influence quickly undermines the team needs more attention, robs momentum leader needs to be proactive
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Weak Links
Discussion: How do you recognize the people who will
hinder your team?
When you identify a weak link on yourteam, how do you react?
What do you need to do to avoid becomingthe weak link?
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Weak Links
Not everyone … will take the journey
attitude problem e.g., not wanting to change, “not my job”
should take the journey has incompatible agenda e.g., hogging credit, not team player
can take the journey lack of ability e.g., incapable of keeping pace
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Weak Links
Assessment by self and others: have trouble keeping pace with the others am not growing in my area of responsibility have a hard time seeing the big picture have difficulty seeing my weaknesses have a tough time working with the others consistently fail to fulfill expectations
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Meetings, Bloody Meetings
Plan: be clear about the precise objective of the
meeting be clear about why you need it list the topics (post an agenda)
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Meetings
Inform: be sure everyone knows exactly what is
being discussed, why it is being discussed,and what you want from the discussion
anticipate what information and people maybe needed at the meeting and make surethey are there
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Meetings
Prepare: form the logical sequence of items allocate time to each item based on
importance, not urgency
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Meetings
Structure and control: take the evidence stage before the
interpretation stage, and that before theaction stage
stop people from jumping ahead or goingover old ground
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Meetings
Summarize and record: summarize all decisions record right away who is responsible for
any actions
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Teamwork
Success: “We fail or succeed together. If we fail, no
one is a winner.”— Lavigne
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Team Success
Involvement: members of our team always feel included
because we … ?
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Team Success
Involvement: members of our team always feel included
because we: share information openly make decisions after including all opinions do not work in cliques
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Team Success
Cooperation: members of our team work well together
because we … ?
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Team Success
Cooperation: members of our team work well together
because we: pitch in and help one another offer to help if someone is under pressure try to make sure that workloads are evenly
spread
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Team Success
Communication: communication in the team is effective
because we … ?
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Team Success
Communication: communication in the team is effective
because we: express ourselves openly and honestly have no hidden agendas don’t discuss people behind their backs give feedback to one another as needed
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Team Success
Organization: our team is well organized because … ?
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Team Success
Organization: our team is well organized because:
our roles are clearly defined goals are specific responsibilities are clear we use the talents of our members fully we have productive meetings tasks get done on time our systems are effective
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Team Success
Improvement: our team gets better all the time because
we … ?
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Team Success
Improvement: our team gets better all the time because
we: continuously improve our systems/methods try new things take risks focus on the future, not on the past are customer-driven track our results and improvements are able to learn new skills
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Team Success
Atmosphere: it is great to be on the team because we …
?
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Team Success
Atmosphere: it is great to be on the team because we:
have a lot of fun celebrate successes all have the ability to influence decisions have ground rules that we adhere to trust each other can speak our minds without fear are treated like adults, with respect
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More Meetings,Bloody Meetings
Unite the group: let off the steam (ask) do not take sides bring in the others stick to the facts (not opinions)
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More Meetings
Focus the group: stay alert keep a hand on the wheel test comprehension paraphrase and check back
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More Meetings
Mobilize the group: protect the weak check around the group record suggestions build up ideas and decisions
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References
The Psychology ofComputer Programming G. M. Weinberg Dorset House, 1998
The Cathedral and theBazaar E. Raymond O’Reilly, 2001
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References
Peopleware T. DeMarco & T. Lister Dorset House, 1987
Work Types J. Kummerow et al. Warner, 1997
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References
SoftwareDevelopment forSmall Teams G. Pollice et al. Addison-Wesley, 2004
The Truth AboutManaging People S. Robbins Financial Times, 2008
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References
The 17 IndisputableLaws of Teamwork J. Maxwell Thomas Nelson, 2003
Overcoming The FiveDysfunctions of aTeam P. Lencioni Jossey-Bass, 2005
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References
Team Handbook D. Mallett CMPUT 300, 2001
7 Habits of HighlyEffective Teams S. McEvoy CMPUT 300, 2001
Group Projects: Howto Come Out Alive K. Winia CMPUT 300, 2001