How NASA Builds Teams - Charles J. Pellerin - E-Book

How NASA Builds Teams E-Book

Charles J. Pellerin

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Beschreibung

Every successful organization needs high-performance teams to compete and succeed. Yet, technical people are often resistant to traditional "touchy-feely" teambuilding. To improve communication, performance, and morale among NASA's technical teams, former NASA Astrophysicist Dr. Charlie Pellerin developed the teambuilding process described in "How NASA Builds Teams"--an approach that is proven, quantitative, and requires only a fraction of the time and resources of traditional training methods. This "4-D" process has boosted team performance in hundreds of NASA project teams, engineering teams, and management teams, including the people responsible for NASA's most complex systems -- the Space Shuttle, space telescopes, robots on Mars, and the mission back to the moon. How NASA Builds Teams explains how the 4-D teambuilding process can be applied in any organization, and includes a fast, free on-line behavioral assessment to help your team and the individual members understand each other and measure the key driver of team performance, the social context. Moreover, these simple, logical processes appeal strongly to technical teams who eschew "touchy-feely" training. Pellerin applies simple, elegant principles from his physics background to the art teambuilding, such as the use of a coordinate system to analyze the characteristics of team performance into actionable elements. The author illustrates the teambuilding process with entertaining stories from his decade as NASA's Director for Astrophysics and subsequent 15 years of working closely with NASA and outside business teams. For example, he tells how the processes in the book enabled him to initiate the space mission to fix the Hubble Space Telescope's flawed mirror. Free downloadable resources will help you: * Identify your teammates' innate personalities * Diagram your culture (And compare it to your customer's) * Measure the coherency of your project's paradigm (Get this wrong and you will be fired!) and * Learn to meet people's need to feel valued by you. Further, you can download and use Pellerin's most powerful tool for influencing the outcome of any difficult situation: the Context Shifting Worksheet.

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Seitenzahl: 408

Veröffentlichungsjahr: 2009

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Contents

Cover

Contents

Title Page

Copyright

Dedication

ACKNOWLEDGMENTS

INTRODUCTION

The Vision—Moving Your Team’s Performance into the Top 20 Percent

How This All Began

NASA’s Bottom-Quintile Teams Improve

Teambuilding for Technical Teams

A Broader Perspective on Teambuilding

An Application Summary for this Introduction

PART I: UNDERSTANDING AND ANALYZING CONTEXT

CHAPTER 1: Think You Can Ignore Context? Hubble’s Flawed Mirror Might Wake You Up

Hubble Space Telescope—April 23, 1990

However, Would the Telescope Work?

Hubble Looks Good, So Off to Japan

“Conscious Expectation of the Unexpected”—An Early Hubble Motto

The Failure Review Board Found the Problem

A Leadership Failure Caused the Flaw

An Application Summary for Hubble Trouble

CHAPTER 2: Managing Social Context Manages Technical Performance

The Power of Context

The “AMBR” Process—How the Brain Works

Unseen and Unmanaged Social Contexts

Context Examples from Everyday Life

Context Trumps Character

A Brief Detour into the Concept of

Story-Lines

An Attribution Error

An Application Summary for Context

CHAPTER 3: The 4-D System

A SIMPLE TOOL TO ANALYZE TEAM AND INDIVIDUAL PERFORMANCE

Coordinate Systems Simplify

Organizing Teams and Leaders

4-D Organization of Leadership

Let’s Pause and Review

Validation—The 4-D System with Research

A Limitation of Conventional Methods

An Application Summary for 4-D Analysis

PART: II USING 4-D ASSESSMENTS AND REPRESENTATIVE RESULTS FROM NASA

CHAPTER 4: The 4-D Assessment Process

Potency of Team Assessments to Drive Behavioral Change

Launching and Managing Your Team Development Assessment

An Overview of the Eight Assessed Behaviors

Assessment Reports—What They Look Like

Debriefing Your Team

What Progress Do Teams Experience?

Individual Development Assessments

What Progress Do Individuals Experience?

Differences in Team and Individual Benchmarking Scales

An Application Summary for Social Context

CHAPTER 5: NASA’s 4-D Teambuilding Results

Systemic Change in First Team Assessments

Estimating a Systemic NASA ROI

Do 4-D Behavior Assessments Measure Performance?

Do NASA’s Teambuilding Processes Always Work?

A Few Testimonials

An Application Summary for NASA Results

A Summary of the Role of Each 4-D Process

PART III: 4-D DIAGNOSTICS

CHAPTER 6: Using the 4-D System to Color Your Personalities

Carl Jung and Innate Personality

Two Ways to Decide

About Your Personality Exploration

Where Is Your Foundation?

“Who’s on the Bus?”

Application—The Project That Could Not Complete

Never Use This Information to Limit

The

Green

, Cultivating Personality’s Innate AMBR

The Highly Effective (4-D) Pattern

Gandhi Demonstrates 4-D Leadership

The Effective Cultivating Leader

The

Yellow

, Including Personality’s Innate AMBR

The

Blue

, Visioning Personality’s Innate AMBR

The

Orange

, Directing Personality’s Innate AMBR

Innate Personalities Alter Our Perception

Are You a Competent or Incompetent Manager?

How to Join the Ranks of the Competent 30 Percent

4-D Employee Recruitment

An Application Summary for Innate Personality

Will You Stand Up?

CHAPTER 7: Using the 4-D System to Analyze Cultures

Asch’s Experiment—Context Alters Perception

The “Culture as a Field” Metaphor

The Four Cultures

The

Blue

Project Team That Could Not Complete

Some Culture Inquiries

Blue

or

Orange

Culture Foundation

Drawing Your Team’s Culture Diagram

Green

, Cultivating Cultures: Accommodate Members’ Values

Yellow

, Including Cultures: Accommodate Group Relational Needs

Blue

, Visioning Cultures: Accommodate Individual Experts’ Needs

Orange

, Directive Cultures: Accommodate Management’s Needs

Give the Directing Culture What It Craves

Building

Orange

from the Bottom Up

Supporting Vital Subcultures

4-D Organization of Proposals

Matching Proposal Team Culture to Customer

Cultures Must Change as Projects Mature

How Hubble Launched with a Flawed Mirror

An Application Summary for Cultures

CHAPTER 8: Incoherent Project Mindset Colors? Update Your Resume

Basic Project Management

Project Mindsets Drive Project Structure

The

Blue

Performance Mindset

The

Orange

Cost/Schedule Mindset

Consequences of a Confused/Wrong Mindset

Incoherent Mindsets Risk a Large Space Program

Incoherency Incites Drama

An Application Summary for Project Mindsets

PART IV: SHIFTING THE CONTEXT

CHAPTER 9: The Context Shifting Worksheet (CSW)

CSW—A Proposal Team Prepares for Orals

Recovering $3 Million of Denied Fee

Applying the CSW to Your Situations

CHAPTER 10: Red Story-Lines Limit Team Performance

What Matters for Leadership Effectiveness

He Just Could Not Delegate

4-D Organization of Mindset

How Powerful are Words?

Story-Lines

and Truth

Managing Your

Story-Lines

with AMBR

Story-Lines

Can Drive Industries to Success or Ruin

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

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Lesen Sie weiter in der vollständigen Ausgabe!

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Lesen Sie weiter in der vollständigen Ausgabe!

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Lesen Sie weiter in der vollständigen Ausgabe!

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