A631.2.5.RB_LarsonKurt, Cooperation and Competition

Once you have completed and turned in A631.2.4.LT, consider the process that you and your team went through in completing the Learning Team Charter. In a well-written reflection blog, answer the following questions:

1. What behaviors seemed to help your team successfully complete its task?

For starters the majority of the team are either retired military, still in service or have served. We as a group were able to blend together because of a cohesive bond we enjoy and a certain style of regimented discipline that uniformed service instills.

           

And since a majority of us are over 50 and on our second careers. We can contribute in a vast manner as Brown (2011,) discussed cooperation and competition. It is suggested that group behavior and cooperation in certain situations, promote productivity. It can be surmised that healthy competition is an effective stimulus for a group.      

2. What factors inhibited decision-making or problem solving?

Factors such as changing relationships, intergroup operating problems or sub optimization that can occur according to Brown (2011,) “when a group optimizes its own sub-goals but looses sight of the larger goals of the organization,” or intergroup competitions were not apparent. This could be attributed to team members who previously worked together and previously worked out forming, storming, norming and performing portions of group interaction. This could have also been a catalyst for the newer members to observe the initial interactions of the team and join in, in a manner that was acceptable to the group.

3. How much time was spent on decision-making and problem solving?

Once the typical icebreakers and pleasantries were exchanged, former team members and new team members were welcomed. Including intergroup team building steps where as described in Brown (2011,) of making introspective lists, group meetings together (or via the blackboard) groups meeting separately, cross group meetings including follow-up meetings. We conservatively estimate the group spent 2-3 hours total on decision-making and problem solving. 

4. How was information shared among team members?

Information was shared transparently via as discussed in Brown (2011,) the organizational mirror. Accordingly teams are provided a means of optimizing relationships via the organizational mirror. The organizational mirror is a tool utilized in providing feedback, identifying key problems and allowing searching for specific methods of improving operating efficiency.

5. How did issues of authority or power affect the team?

Intergroup competition, perceived power imbalances in the group, role conflict and ambiguity or personality conflicts like those discussed in Brown (2011,) were not apparent. I suspect due to reasons previously explained like: previous teamwork experience, transparent and open sharing of information and professional plus academic desires to see the group succeed.   

6. How did collaboration and competition influence the outcome?

Collaboration and conflict were two items that as discussed in brown (2011,) that were separate entities. Collaboration was an effective method of optimizing our time as a team lending to the teams success and advancement of formulating the “A” team charter.

Conflict was non apparent. We as a team early on strived to address our goal(s) and cooperation for us as individuals and as a team to obtain the desired end result.

7. Did team members make process interventions?

Not necessarily. As we know from chapter eight in Brown (2011,) process interventions are intended to assist the working group in becoming more aware of how the group operates and its members with one another. The “A” team got off to a good beginning based upon three distinct attributes. 1.) We all strive for excellence in our academic, personal and professional lives. 2.) We know this from previous academic interaction as a group or as individuals. And Three, we all have time constraints placed upon us like: family, profession (including frequent travel) and academic continuance and the desire to get it correct the first time and move on to the next requirement.

A631.1.5.RB_LarsonKurt, Organization Task and Process

1. Do you see value in the Eco Seagate team development process?

In spite of the additional instructions, I was able to review only the first video Eco Seagate 2008 1/3 on my apple products. Although the second Video Eco Seagate 2008 2/3 was not available for review, I believe I grasped the team development process that Eco Seagate was trying to impress upon its employees.

There is always value in any organization looking to improve its internal operating characteristics, by removing the stove piping effects that can stifle growth, adversely effect customer relationships and profits for the organization and its share holders.

I did notice that the average age of the participants were between their mid to late 30’s with some possibly in their mid 40’s. That said I conclude they are either on their first or second job in their career life. My point is simply some of the antics and situations beyond the orienteering and physical demands would be out of the question for professionals such as myself who are either retired military and somewhat set in our ways, or of a business that does not afford the luxury of letting ones hair down.

My point is simply retreats like those I attended in my youth in church or scouting would be appropriate only to a point. There would need to be some instituted restraint as most who are approaching their mid 50’s like myself have experienced the negative side of organizational relationships. The issue of trust, respect and willingness to open up to those who would knowingly use vulnerabilities against you and some point, would be constantly on ones mind to the point that it would be an inhibitor as most who have ever been thrown under a bus by a co-worker would be in constant survival mode much like on the job.

I do disagree with the statement that conflict is a bad thing. Experience teaches us that conflict in the right setting can and is a healthy thing, and can breed competition, innovation and momentum. Conflict can lead to tension that can create brainstorming and possibly two rivals finding middle ground. Remember Forming, Storming, Norming and Preforming.    

2. Why would something like this be necessary in a high-performing organization?

As discussed in Brown (2011, pg. 262,) team building or team development as described are interchangeable and should be utilized as a method of increasing communication, cooperation, cohesiveness, direction and similar organizational vision. The interdependence and time that some organizations require their employees to be together can be astounding.

But more importantly it is management and the workforce together, should realize that things like good career development opportunities, creating an environment where employees can enjoy work and being part of something important, as well as a positive sense of job accomplishment are important factors to develop and foster the importance of a positive work/life balance and career growth, along with alternative work arrangement.

3. Could your organization benefit from a similar activity?

My organization could benefit from similar activities and most likely should engage in some sort of team building activity. The problem is of course as a governmental agency, particularly with todays budgetary concerns are highly restricted from engaging in activities. Even when some (agencies) have engaged in team building, they were chastised to the point of wasteful spending and ethics violations that some individuals were forced to resign. Some activities were no doubt wasteful of the taxpayer dollar, while some were useful; the problem of differentiating between the two is a slippery slope in today’s volatile political arena.

Most managers and leaders are skittish of even the thought of anything that may bring them under the microscope and be thrown under the preverbal bus. What can and should be addressed in today’s world of government is Virtual Teams. Webinars and telework are the new buzz words that can and should be addressed for team development as there are the natural work teams that are associated by virtue of related positions and differing agencies in a cooperative effort of working in conjunction with one another as a measure of leveraging best commercial practices and temporary task teams much like I do when working with other aviation experts from differing agencies where collaboration and team interaction are paramount in obtaining favorable outcomes.

As discussed in Brown (2011, pg. 268,) cohesiveness and groupthink are two items that all teams virtual and in-place should be cognizant of. Team cohesiveness and the unity that myself and fellow aviation professionals find to be the number one priority to our success as individuals and team members from across the country. Groupthink on the other hand is a cancer we cannot afford to have developed. In fact groupthink is never apparent in my encounters with the teams I participate with outside of my parent organization.       

  

A630.9.4.RB_LarsonKurt, Hiring and Recruiting

Does Schmidt's description of the Google Culture make sense to you?

I have always been rather partial to Google as a premier search engine. After reviewing the video and reading the transcript as well as the articles of Google’s internal culture of controlled-chaos, I am somewhat hesitant to still believe that Google can and will maintain itself ahead of the pack of other up and coming search engines.

Google headquarters is based in Mountain View, California is still operating under the same “freewheeling” managerial style that it opened its doors with is somewhat initially disconcerting. What this is telling me is the company and its controlling “board of three” has failed to grow-up and adapt to a changing global climate. To put it another way, much like this week’s chapter two “Organizational renewal: The Challenge of Change” as stated in Brown (2011,) Adapting to Change on page 34, that when an organization fails to change, the very cost of failure could mean its survival. Google appears to be suffering from a lack of Organizational Renewal, and if it is expected to survive against its two biggest competitors, Microsoft and Yahoo, then Google must become innovative, building adaptively into the core of its operation.

From an investor’s perspective, the success it has enjoyed in the past several years, and considering the personnel lost to its biggest competitors, I would not be able to invest in the company. My long-range approach to investments and the voracity that Google is undertaking are indicators that the organization will prematurely burn itself out. 

Is this a reasonable way to view the work that most people are doing in your workplace?

The business models that Eric Schmidt and Google have chosen to undertake are not indicative to my line of work. Google is a service-based organization that is profit oriented and my line of work is a research based, service oriented governmental agency responsible to the taxpayers and not the shareholders.  

As a leader, does it take courage to have and to implement this point of view?

Could this approach backfire?

Although the video is based after the fact of Eric Schmidt relinquishing his CEO status back to cofounder Larry Page, with Eric assuming the role of Executive Chairman with an external focus. The move has displayed courage in both leaders convictions. While not specifically stated, the rational could be similar to a flock of geese changing leadership every so often to avoid overly wearing out one bird and risk loosing it.

Another business tactic employed by Google and discussed in an extremely poignant manner would be the 20 percent rule. According to Eric, “this is where we tell people, especially in engineering, that they can spend 20 percent of their time on whatever they want. Now, these people are not that clever. They work on things, which are adjacent to their areas of interest, which is what we hired them for”.

While I do not know if this is an advertised business method with-in the company, the fact that Eric chose to discuss the method at all and in the context that the engineers at Google are as stated by Eric: “Now, these people are not that clever,” could backfire on him and Google for making such a broad statement in public?

What can you take away from this exercise to immediately use in your career?

Leaders and managers with the USG are somewhat limited with regard to hiring and recruiting. By that I am or course referring to affirmative action, EEO and seniority. Eric Schmidt discussed “ One of the things about companies is, as you build them, you get a chance to sort of determine the culture, the people, the style”. And “You need to develop a culture where people actually are going to do what they’re going to do, and you’re trying to assist them”.

I wish the USG had the flexibility to hire, recruit and terminate individuals like the corporate world. We have all heard the horror stories where someone in either the competitive or executive service become unmanageable and cannot be terminated due to the previously mentioned status.

I have seen first hand where a manager would leave an agency because a portion of the workforce are so out of control and the manager is held hostage because of an inability to effectively manage the dissenters. It is draining upon not only the manager but the other employees as well. Moral, productivity, innovation and initiative drop to a point that the affected areas are no longer effective in the service or product they are supposed to be providing. This is an unfortunate and unnecessary drain on precious resources and personnel, who eventually leave for greener pastures.

I plan to assertively recommend the check and balance practice of hiring and recruiting new personnel by way of a recruiting team as discussed in the vides like universities do by way of a hiring committee. It is in place in certain agencies, it is just not standard practice across the board, and may not be appropriate in all circumstances; however, it could alleviate the good-old-boy syndrome by inhibiting managers from hiring their friends or friends of friends as favors. Culturally this could prove to be a daunting task, however, much like eating an elephant, it would be accomplished one bit at a time.  

References:

Brown, D. R. (2011). An experiential approach to organization development (8th ed.). Upper Saddle River, NJ: Prentice Hall

Lee, A. (2013, June 07). How to build a culture like Google: 7 practical ideas from 'the internship’. Entrepreneur, DOI: http://www.entrepreneur.com/article/226948

Hardy, Q. (2011, June 11). Google: Scale changes everything. Forbes Magazine, DOI: www.Forbes.com

Schmidt, E. (2011, May). Eric Schmidt on business culture, technology, and social issues. McKinsey Quarterly, DOI: www.McKinsey.com

A630.8.4.RB_LarsonKurt, Build a Tower, Build a Team

Do you agree with Tom Wujec's analysis of why kindergarteners perform better on the Spaghetti Challenge than MBA students?

Yes, as Tom stated in the video “none of the kids spent any time trying to be the CEO of Spaghetti, Inc., and did not spend time jockeying for power”. Unlike business students who are trained to find that single right plan and then execute it. Kindergarteners will look for other options or creative ways to complete a task. They have not yet been channeled or taught to be close-minded or in the box only thinkers.   

Can you think of any other reasons why kids might perform better?

Other reasons why kindergarteners might preform better than CEOs or MBAs is their group building and maintenance functions are collaborative with one another and the group in general through harmonizing, compromising, encouraging, gatekeeping and following with innocence, wonder and new discoveries. And not concerned with satisfying their individual needs like: dominating, acting like the playboy, blocking, seeking recognition or pleading for special recognition. Those latter discussed behaviors have not been developed yet, which would be the classic opportunity to develop strong character traits counter to what was discussed in Brown (2011, pg. 202).   

In your view, why do CEOs with an executive assistant perform better than a group of CEOs alone?

As stated in the video, an executive assistant have special skills of facilitation, managing and understanding the process. Special skills including facilitation skills are crucial combinations that lead to success above the rest. Brown (2011, pg. 199) elaborates further by discussing that new leaders styles, moment dependent, the manager can assume the role of teacher, counselor, advisor or coach. The leader can relinquish duties to the executive assistant and the group process intervention process of: communication, member roles and functions, problem solving and decision making, group norms and growth and leadership and authority can be developed between the leader/manager and executive assistant.

If you were asked to facilitate a process intervention workshop, how could you relate the video to process intervention skills?

I would rely on the proven techniques and advantages of the Process Improvement Team (PIT). Assigning individuals to a group to study a problem and find a better way can result in considerable cost savings and better efficiency. As example the following are areas that should be considered for an effective PIT.

Team Structure:

Process improvement teams are dependent upon the right use of talent;

Teams composed of individuals who work well together and bring the appropriate skills to the table have a high success rate.

Tools and Training:

To succeed, teams require tools or a specific methodology to use in problem solving;

Training often includes lessons on creating flow charts, observation techniques, organized data collection, cause and effect diagrams and other techniques applicable to a group problem-solving approach.

Management’s Role:

Each process improvement team selected by the management team obtains a charter and a set of objectives;

Outlining goals for the group, providing a scope of tasks involved, assigning resources, allocating work hours for team meetings and including a delivery date are management responsibilities;

When a team reports in on time with a viable way to improve a work process, the group is then responsible for overseeing the implementation.

Other Benefits:

Increased morale and a sense of accomplishment surface when individuals solve problems as a cohesive unit;

Team members hone or acquire new skills and gain a gain deeper understanding of problem-solving techniques;

The opportunity to work on a cross-functional team is another benefit;

Often customer satisfaction is an outcome of process improvement;

The overall experience of working on a team typically inspires employees to seek out another process improvement experience.

What can you take away from this exercise to immediately use in your career?

The utilization of individuals who normally would not be associated with a particular problem, dilemma or situation, in other words, if an individual is not normally associated with an operational, maintainability or support issue in an aviation unit. That individual or individuals might be the ones we utilize as a fresh set of eyes and ears to an ongoing issue or concern, furthermore it would not matter if they were specifically trained, licensed or certified as a mechanic, pilot or dispatcher, they would look at the problem without all the past and present nuances that someone who having years of operational experience would most likely dismiss without giving something a second glance. Even if that it the way we are taught to not dismiss associated or unlikely problems, we as humans do tend to got toward the likely causation. That is until other evidence is presented or presents itself to adjust our thoughts. 

References:

Wujec, T. (Performer) (2010). Build a tower, build a team [Web]. Retrieved from www.TED.com

Brown, D. R. (2011). An experiential approach to organization development (8th ed.). Upper Saddle River, NJ: Prentice Hall

Simon, J. (n.d.). Purpose of a process improvement team. Demand Media, Retrieved from smallbusiness.chron.com