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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
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
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