1.5 Team Roles

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来自 University of Pennsylvania 的课程

Building High-Performing Teams

57 个评分

University of Pennsylvania

Building High-Performing Teams

57 个评分

课程 2（共 5 门，Specialization Culture-Driven Team Building）

Teams are essential to the modern organization, but most never reach their potential. Co-workers miscommunicate, and groups struggle to adapt to changes in the market or their organizations. When teams lack self-awareness about these challenges, performance suffers. Based on years of team culture research and consulting experience, this course helps you understand the problems that hurt productivity, and gives you tools for creating positive change. This course also guides you through creating the ground rules and structure needed to set your team up for success. You gain the skills to diagnose issues such as conflicts, groupthink and lack of commitment in your team before they get out of control. The course offers frameworks to adjust team behaviors and get the best performance out of your people. You also understand frequent stumbling blocks for common team types, such as startups and virtual teams, and learn solutions tailored to each one.

从本节课中

Setting Team Foundations

In this first module, we will talk about how to get your team started off on the right foot with a process called team chartering. This is where you lay out the rules that your group will follow to give them the best chance for success. In particular, we will talk about how to create the right goals, team roles, and group norms to get the most out of each person.

1.2 Team Culture5:01

1.3 Goals: Getting SMART4:40

1.4 Goals: Answering the WIIFM Question4:52

1.5 Team Roles4:21

1.6 Setting Norms for Communication4:21

1.7 Setting Norms for Decision-making and Conflict4:39

1.8 Interview: Mike Barger25:39

与讲师见面

Derek Newberry, Ph.D.
Lecturer
Organizational Dynamics
Dr. Aviva Legatt
Affiliated Faculty
Organizational Dynamics

Now that we've look at goals lets talk about another important foundation for

team success, clear roles.

A person's role is who they are and what they're responsibilities are in a team.

Think of a basketball team, you have a center, the player who

protects the area right around the rim and grabs rebounds from his shots.

This rule is very different from the point guard, who stands away from the basket and

is usually the one setting up other players for open shots.

For the basketball team to play well, the center and

the point guard both need to be clear on their roles

otherwise they might both crowd the key, or argue over who's controlling the ball.

If goals answer the question, why are we working together?

Roles answer the question, what do we do?

When roles aren't clear, they lead to overlapping work, confusion and

important tasks being dropped.

Take the example of a financial services company I advised.

This was a business that had grown from being just a small startup with less than

50 people, to a company with several hundred employees.

This was a real challenge for the leadership team.

Their work became a lot more complex and hard to manage.

We got to the heart of the problem when, in a meeting, we looked at one

of their most important projects, which was creating a new website.

While they all agreed that getting this new site ready was really critical for

the business, they were still falling behind schedule.

I asked the team to identify the people responsible for this project and

they were surprised when they heard lots of different answers.

In fact ,one person who said they were responsible for

the website, was the only one in the room who thought so.

If nobody knew who was really in charge of the project,

it's no wonder it was getting delayed.

The point is, its important to define really clear roles for

each person on a team.

One way to do this is to use what's called a RACI matrix.

To create a RACI matrix, list all the projects or tasks your team is working on.

Write those projects across the top of the matrix and

list the names of each person on your team on the left hand side.

In each box you'll write the letter r, a, c, or i.

R stands for responsible.

This is a person who is directly involved and actually doing the task or

carrying out the project.

A means accountable.

The accountable person delegates work to those who are responsible.

She approves any major decisions and

is also the person who makes sure everything is on track.

C stands for consulted.

Someone who is consulted is not involved in actually carrying out the task,

they give advice and ideas as needed.

Oftentimes this is someone who's an expert or

has a lot of experience with the type of work involved in the project.

I stands for informed.

This is someone who just needs to be kept up to date on what's happening with a task

but doesn't have any other involvement.

For each task or project in your matrix, go down the list of team members, and

decide whether they are responsible for the task, accountable for

the results, someone who needs to be consulted for advice, or

someone who can just be informed about your progress.

If you fill this out with your team,

it can be a good way to clear up any confusion about who is doing what.

I used a RACI matrix with the financial services firm to help uncover

the misunderstandings about who was actually responsible for their website.

Another important question to ask is, whether roles are interdependent.

Interdependent means you rely on someone else to get your work done,

you can't just do it yourself.

Without interdependence there's no reason for team to exist.

If each person on the team can fulfil their rules without support from

each other.

You might asked what are you need the team in the first place.

In the example I gave of creating website, the person whose designing it might need

to talk to colleagues and different parts of the company

to get important information that needs to be displayed online.

Maybe they have to work with others to write customer testimonials for

the homepage, for example.

The important thing in general is to ask,

who else do I need to work with to get this done?

To summarize, high performing teams need roles that are clearly defined and

interdependent.

The RACI matrix is one useful tool for creating roles, but whatever tool or

framework you use, the most important tool is to make sure you have the conversation.

Next, we'll turn to the third foundation for team success good norms.

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