Good intentions...are often just that, and no more, as it doesn't always get done. No less, either, as most of the time, people do intend to do what they say, but then life gets in the way. What are we to do, when we rely on others for something and they let us down (in one way or another)? Do we take charge, running over everyone else in the process, but getting the mission accomplished? Or do we sit back, hoping for something to happen, while our mission remains incomplete? Or better yet, do we attempt to stimulate action, but only find that we have not hit the correct "motivation" button?
In the end, when it comes down to "crunch time", the mission must be completed - it cannot remain unfinished. That leaves someone to take the "burden" of work on their shoulders, regardless of how much effort they have already poured into the project. This can cause some frustrations amongst team members, especially if there isn't enough communication regarding these issues, but ultimately, what can one person do? Besides complete the project him/herself, one member cannot control what the others do, and so it becomes a question of how those good intentions...were only good intentions, and not a reality.
Showing posts with label Teamwork. Show all posts
Showing posts with label Teamwork. Show all posts
Saturday, February 28, 2009
Friday, February 13, 2009
Scheduling Teamwork: Hit or Miss?
One of the benefits of online learning is that you can complete assignments within your own schedule. If evenings are good for you, you can do the required work in the evenings. If weekends are your only free time, it's possible to catch up on assignments and do most of the work on weekends. This type of asynchronous environment enables all sorts of people to take classes and continue their education when it may not have otherwise been possible.
This is all well and good when the assignments are based on individual completion, but what happens when the team/group assignments come around? All of a sudden you have people with different schedules, preferences, and external demands that prohibit coming together at the same time to get work done. How can teams function in this situation? What happens when the "team" work becomes a conglomeration of "individual" work thrown together by one or more team members?
First, consensus is hard to gain - when a team tries to make a decision and members are at different stages of making the decision, or getting involved in the decision, one might plow ahead while another is left in the dust. Second, the project becomes heavily influenced by the ideas of one or two team members instead of having major contributions from all members of the group. While there is still opportunity for later contributors to add to the project, if they wait too long, there is not ample time to change the direction that the initial members started going.
One way a team member might deal with this situation is to edit out anything they don't like and replace with their own ideas, but this is not a good suggestion if they are looking to gain the respect and trust of their group. Another option is to assume the role of editor, as opposed to researcher or writer, contributing to the team project in a different way due to their schedule restraints. Is this a problem? Not necessarily, as long as each of the team members feel that everyone is pulling their weight in some way throughout the project - problems come when the "late comers" can't figure out what's going on and then leave the work to the ones that started it.
If you think about the real world, however, you may find that virtual work teams operate in much the same way. While they may find the time to get together on a conference call, most of the time is working on their own, as they are able. Some have more time than others, contribute more than others, or in different ways. The leader often does most of the work in guiding and forming the process, but may not always be the one to tie up the loose ends. At the end of the day, one might say that the most important part of a team is the result they produce, which is valuable, but have they increased or decreased their chance of working well together again? That is a question only the process (not the result) can answer.
This is all well and good when the assignments are based on individual completion, but what happens when the team/group assignments come around? All of a sudden you have people with different schedules, preferences, and external demands that prohibit coming together at the same time to get work done. How can teams function in this situation? What happens when the "team" work becomes a conglomeration of "individual" work thrown together by one or more team members?
First, consensus is hard to gain - when a team tries to make a decision and members are at different stages of making the decision, or getting involved in the decision, one might plow ahead while another is left in the dust. Second, the project becomes heavily influenced by the ideas of one or two team members instead of having major contributions from all members of the group. While there is still opportunity for later contributors to add to the project, if they wait too long, there is not ample time to change the direction that the initial members started going.
One way a team member might deal with this situation is to edit out anything they don't like and replace with their own ideas, but this is not a good suggestion if they are looking to gain the respect and trust of their group. Another option is to assume the role of editor, as opposed to researcher or writer, contributing to the team project in a different way due to their schedule restraints. Is this a problem? Not necessarily, as long as each of the team members feel that everyone is pulling their weight in some way throughout the project - problems come when the "late comers" can't figure out what's going on and then leave the work to the ones that started it.
If you think about the real world, however, you may find that virtual work teams operate in much the same way. While they may find the time to get together on a conference call, most of the time is working on their own, as they are able. Some have more time than others, contribute more than others, or in different ways. The leader often does most of the work in guiding and forming the process, but may not always be the one to tie up the loose ends. At the end of the day, one might say that the most important part of a team is the result they produce, which is valuable, but have they increased or decreased their chance of working well together again? That is a question only the process (not the result) can answer.
Saturday, January 31, 2009
Learning Focus: Individual vs. Group Projects
While individual and team projects are important to learning, it is a challenge to focus on both at the same time. However, many jobs (including my own) require this as a part of everyday work. There are the projects that are small enough for you to be both owner and doer of the work, and then there are projects that require extensive input from multiple people, with separate owners, doers, editors, and more.
For the individual, smaller projects, often you are able to set your own timeline and devote as much or little time is necessary or available to complete the project within the requirements. As your own schedule changes, so may the timeline adjust to fit. For the group, larger projects, it is usually necessary to agree on a solid schedule up front, as well as "rules" and "roles" for everyone to fit into. Since the project doesn't just affect you, meeting the due dates becomes more of a priority, for the sake of the others involved (and so you don't get blamed for ruining the project).
Both small and large, individual and group projects are important in different ways, developing unique skill sets that equip workers and learners for things to come, as well as producing some result (the final product/assignment) in the process. Following are some notes on my own journey through the group and individual processes:
Group Process:
While our interactions this week have been minimal due to the focus on the individual projects, we have still managed to post thoughts and communicate on our availability, assignment, and posting requirements. Everyone has worked well together and is supportive of the final product, but at the same time also focused on their own unique article ideas.
Individual Process:
Strangely enough, I thrive on individual projects, as they allow me to explore whatever I am interested in, to whatever degree I am interested in it. They allow me to make assignments as relevant to my work as I can make them, without worrying about how it fits in with everyone else. They also enable me to do research on my own, reading articles and discovering interesting facts about all sorts of topics relevant to my own ideas. Because I love to read so much about what other's think, often I dwindle in research mode and only settle into outline and writing mode when I know time is running low to produce a good product. I can tell that the research part of my article must soon come to a close, as I will have too many ideas and not enough space (or time) to write them in. Thus, I will soon move onto consolidate my ideas and formulate them into a (hopefully) cohesive, focused product - my article.
All in all, both processes have taught me that doing schoolwork can be a lot like completing projects on the job, and oftentimes that is best because it helps me to translate/apply learnings from school into the work sphere.
For the individual, smaller projects, often you are able to set your own timeline and devote as much or little time is necessary or available to complete the project within the requirements. As your own schedule changes, so may the timeline adjust to fit. For the group, larger projects, it is usually necessary to agree on a solid schedule up front, as well as "rules" and "roles" for everyone to fit into. Since the project doesn't just affect you, meeting the due dates becomes more of a priority, for the sake of the others involved (and so you don't get blamed for ruining the project).
Both small and large, individual and group projects are important in different ways, developing unique skill sets that equip workers and learners for things to come, as well as producing some result (the final product/assignment) in the process. Following are some notes on my own journey through the group and individual processes:
Group Process:
While our interactions this week have been minimal due to the focus on the individual projects, we have still managed to post thoughts and communicate on our availability, assignment, and posting requirements. Everyone has worked well together and is supportive of the final product, but at the same time also focused on their own unique article ideas.
Individual Process:
Strangely enough, I thrive on individual projects, as they allow me to explore whatever I am interested in, to whatever degree I am interested in it. They allow me to make assignments as relevant to my work as I can make them, without worrying about how it fits in with everyone else. They also enable me to do research on my own, reading articles and discovering interesting facts about all sorts of topics relevant to my own ideas. Because I love to read so much about what other's think, often I dwindle in research mode and only settle into outline and writing mode when I know time is running low to produce a good product. I can tell that the research part of my article must soon come to a close, as I will have too many ideas and not enough space (or time) to write them in. Thus, I will soon move onto consolidate my ideas and formulate them into a (hopefully) cohesive, focused product - my article.
All in all, both processes have taught me that doing schoolwork can be a lot like completing projects on the job, and oftentimes that is best because it helps me to translate/apply learnings from school into the work sphere.
Friday, January 23, 2009
Decision-making in Teams
An interesting fact of my (work) life is that I teach a course on decision making, in particular, rapid decision making. The reason this is interesting is because if you asked anyone who knows me really well, they'll tell you that I only make decisions when I'm forced to - most of the time, I'll let others make the decision, and I'll go along. In a team setting, this usually is portrayed as not having initiative or not being a leader, but I see my role as more of a "watch, listen & then respond" instead of a "speak, speak louder, & wait for everyone to follow". I won't be the first one to suggest a course of action, but I'll certainly give my opinion on the various options.
As my course on rapid decision making suggests, people have different decision-making tendencies, some more extreme than others. Recognizing your decision-making tendencies can help you find a balance when making decisions. One good way to balance your own tendencies is to work with someone that has different tendencies, but to work together so that the combination results in a balance of the two. As you work with people on a team, you develop a better sense of their decision-making tendencies, and then can use their strengths and support the weaknesses by applying others' strengths. Together, with good communication and respect of different tendencies, team members can produce a solid, well-balanced decision that everyone agrees on.
In our case, when a good idea presents itself, it's not hard to jump on the bandwagon and move towards the realization of the idea. We all seem to work for "the common good", shown in particular by selecting an idea that was relevant to all of us. Once the idea was chosen, then the focus could shift on generating ideas for how to implement our topic. As in most collaborative teams, when the focus is on the topic/goal of the team instead of the individuals, much can be accomplished by building off the ideas of others. I believe our team will be successful in continuing to work together, make decisions for the benefit of the group, and producing a result that is greater than the sum of the individual efforts.
As my course on rapid decision making suggests, people have different decision-making tendencies, some more extreme than others. Recognizing your decision-making tendencies can help you find a balance when making decisions. One good way to balance your own tendencies is to work with someone that has different tendencies, but to work together so that the combination results in a balance of the two. As you work with people on a team, you develop a better sense of their decision-making tendencies, and then can use their strengths and support the weaknesses by applying others' strengths. Together, with good communication and respect of different tendencies, team members can produce a solid, well-balanced decision that everyone agrees on.
In our case, when a good idea presents itself, it's not hard to jump on the bandwagon and move towards the realization of the idea. We all seem to work for "the common good", shown in particular by selecting an idea that was relevant to all of us. Once the idea was chosen, then the focus could shift on generating ideas for how to implement our topic. As in most collaborative teams, when the focus is on the topic/goal of the team instead of the individuals, much can be accomplished by building off the ideas of others. I believe our team will be successful in continuing to work together, make decisions for the benefit of the group, and producing a result that is greater than the sum of the individual efforts.
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