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EVOLVING ENVIRONMENTS
“The coming age of evolution won’t be
driven by physical adaptation, but by
human consciousness, creativity, and
spirit.”
Pierre Teilhard de Chardin
Jesuit Paleontologist
1881-1955
TEAMS
“A small number of people with
complementary skills who are committed
to a common purpose, performance
goals, and common approach for which
they hold themselves mutually
accountable.”
Jon Katzenbach
MATRIX TEAMS
Enables people to collaborate
across organizations enabling
them to: Focus on multiple business goals
Distribute information more efficiently
Improve budget management ~ economies of scale
Increase responsiveness to market demands
MATRIX TEAMSStaffed by individuals from:
Different functional groups
(different managers)
Different geographies
(virtual teams)
Outside organizations
(partner vendors)
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MATRIX TEAMS
MATRIX TEAM CHALLENGES
Management can hinder success:
Competing or conflicting group objectives
and/or loyalties
Non-coordinated resources and work plans
Insufficient communication vehicles between
groups
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MATRIX TEAM ~ POSSIBLE RESULTS
Dispersed, complex jungle
Isolated people who become less &
less aware of organizational
happenings
Crippled collaborative abilities
IT’S THE PM’S CHOICE
C O M B AT I V E C O L L A B O R AT I V E
Project Manager
DIVERSITY OF WORK STYLES (THE WHO)
The whole is greater than the sum
of the parts
Best teams contain a balance of
work styles
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CREATING COMPLEMENTARY
COLLABORATIVE RELATIONSHIPS
Psychological Inventories Identifies Personality Types
Myers-Briggs
DISC
Understand innate personality traits Manage self better
Manage work and social interactions
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DIVERSE RELATIONSHIPS
DISC TOOL EXAMPLE
Driver Influencer Steadiness Conscientious
Values CompetencyConcrete Results
CoachingCreative Expression
LoyaltyHelping Others
QualityAccuracy
Motivation WinningCompetition
Social RecognitionRelationships
CooperationOpp. To Help
Opp. To Gain KNShow Expertise
Limits ImpatientSkeptical
ImpulsiveDisorganization
IndecisiveToo Accommodating
Overly CriticalOver Analyze
Fears Being Seen as Vulnerable
DisapprovalBeing Ignored
Loss of StabilityOffending Others
CriticismBeing Wrong
CommunicationsRequirements
Bottom LineBe Brief
Share ExperiencesAsk Questions
Be AmiableAllow Time to Clarify
Focus on FactsMin. “PEP” Talk
Needs Others Who Will:
Weigh Pro/ConRecognize Needs
Focus on FactsSpeak Directly
React QuicklyBe Firm w/ Others
Delegate TasksMake Quick Dec.
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GROW MODEL (THE WHAT)COACHING FOR IMPROVED PERFORMANCE
Goal
How will you know you have achieved
your quest?
Completed task
Resolved Problem
Current Reality
Fully describe the starting point
What, who, when, how often
Cause and effects
Options
What is possible?
Other options
Remove a constraint
Benefits/downsides
Key decision factors
Will
Establish Follow-up Action
Defined action and schedule
Potential challenges
When is goal accomplished
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ACCOUNTABILITY (THE WHY)
Clearly Defined Goals and Expectations
Individual/Group Performance Ownership
Set realistic and “stretch” metrics
Active communication among team members
Peer guidance and counseling
Objective performance evaluation and project learning
Evolutionary process and procedures
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LEVERAGING MATRIX TEAMS
SUMMARY
Collaborative partnering across team matrixOptions
Brainstorm, review, and evaluate
Honest assessment of current realityStrengths
Weaknesses
Accountability ~ role modelConnect
Communicate
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Susan G. Schwartz
The River Birch Group
www.riverbirchgroup.com
703-395-1219
