How to build great team any time

Keneth Boulding

"Three faces of power"

General systems theory

Theory of efficient gift

Costs virtually nothing

Explains value add in relationships

Power "of"One "of another"

Parenting

Boss-employee relationship

Power "by"

Voting

Marketplace

Exchanging goods

Power "with"

Integrated power

Attracting people with ideas

Available in abundance

Two of the are celebrated

Power "of"

Power "by"

One is unrecognized

Power "with"

Hyperformance teams

Shared responsibility

Accountability

The reason we have job levels

Holding peoples to accountfor failures and not gettingthings done

Elliot Jacks"Requisite Organization"

Process of making and keeping agreements

Responsibility

The feeling of ownership

Subjective

Different for each one of us

Transient

It's about getting knocked out of the flow

First reaction is lay blame"Who did it to me?"

Islands

Process launches you to the next islandif you get off of one

Blame

Blame is genetic mechanism(research confirmed that !)

You cannot do anything about the problemassuming the cause is somewhere else

You can get stucked on it or you can get off of it

Justify

External cause

That's the way it is around here

That's just the way it is

The smarter you are the better stories you make up

We can refuse to accept this answerand move to the next island

Shame

Internal cause

It's not resourceful learning status

We are all humans

Obligation

"Have to" - "Don't want to"

We design our relationships around it

Our performance in this state is no betterthan in previous states

If we do things out of obligationwe do them barely to pass

We have to say "no" to all of above internal anserws

Take ownership!

You are architect of your own life

Keys to responsibility

Awareness

Study your life when you are in each of state

Confront

What I can learn and improve

What am I not seeing that I could see

Confronting ourselves is one of our least favoritethings in the world we want to do

we avoid it like the plague

the reason is we like to think we have a pretty good grip on reality right now

The first thing to confront is to get off of that

Accountability has to be smallerthen the sense of responsiblity

One will respond to anything that goes wrong

The first key to success is to take 100% responsiblity for whatever you want

Too much focus on mechanics

Dynamics is crucial

Variables that tell most effective teams from least effective teams

17 indicators

Things that we can barely measure make most effective teams

Things that we can measure have barely an impact on teams peformance

The common myth

Engineers don't get training in a personal skills in school

We all learn the interpresonal dynamics and teamwork when we are at age of four

You got the skills they're just latent

Prestep 1 is to take responsibility of 100% of the work of the team

Make a statement of objective

Make sure there is something greater than us that we have to do together

Achieved through dialogue

Being in it together

Intrinsic motivation

Principle of the least invested coworker

Any team will perform to the levelof the person who cares the leastabout what the team is doing

Conversation models

How do you get peers to do what you have them to do

Carrot and sticks won't work

Make and keep agreements

What's good for agile development is also good for running a company