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Copyright©2003TerryChambers.AllRightsReserved.MinnesotaChapteroftheProjectManagementInstituteProjectManagementConceptsPartIIChapterThatCares中医免费资料©2003TerryChambers.AllRightsReserved.Agenda●Wheredoesthepeoplepartcomein?●Howcanwefocustheenergyofourteams?●Whitherthehighperformanceteam?●Whatareyourissues?●Whatworks?Copyright©2003TerryChambers.AllRightsReserved.WhatisaProject?Formostofus,ourformaleducationhasconcerneditselfwiththe“Hard”part.The“HARD”partiseasy!It’sthe“SOFT”partthatishard?Copyright©2003TerryChambers.AllRightsReserved.SomeIdeas●Createapositiveworkmodel●Focusenergypositively●AskeffectivequestionsCopyright©2003TerryChambers.AllRightsReserved.Howdowedevelopapositiveworkmodel?Copyright©2003TerryChambers.AllRightsReserved.Forsomereasonwehaveatendencytousethisapproachtoimprovingasituationorsolvingaproblem:Lookforwhatiswrongorbroken.Pointitoutandhopesomeoneelsefixesit!Copyright©2003TerryChambers.AllRightsReserved.Whatifourapproachwasto:Lookforandcelebratewhatisgoingwellandtrytodomoreofit?Copyright©2003TerryChambers.AllRightsReserved.Somequestionsyoumightaskwhenproblemsolving:●Whathavewebeendoingrightrelatedtothisproblem?●Ifthingsweregoingperfectly,whatwouldbegoingon?●Whatdowehavetodomoreoforbettertogetustothisidealstate?Copyright©2003TerryChambers.AllRightsReserved.PositiveandNegativeThoughtPatternsAtanymomentwecanhavepositiveornegativethoughtpatternsrunningthroughourmind.Copyright©2003TerryChambers.AllRightsReserved.Howweprimarilyfocusourthoughtpatternswilldirectlyeffecthowwefocusourenergyandcauseustobeproactiveorreactiveinourthinking.ProactiveorReactiveThinkingCopyright©2003TerryChambers.AllRightsReserved.YourThoughtsIfyouTHINKyouCAN…YouprobablyCAN!!!IfyouTHINKyouCAN’T…ThereisNOWAYinHellyouwill!!!Copyright©2003TerryChambers.AllRightsReserved.ReactivethinkingReasons(why,why,why,…..)What’snotworking,what’swrong.Howto“fix”it.ProactivethinkingResultsWhat’sworking,what’sright.Howtomakeitevenbetter.HowDOYouThinkCopyright©2003TerryChambers.AllRightsReserved.TheTeamSponsorReactivethinkersseechangeorcrisisasdanger…Proactivethinkersseechangeorcrisisasopportunity…Copyright©2003TerryChambers.AllRightsReserved.TeamLeaderRole●Bothviewsare“right”……whichviewyoutakewillhaveaprofoundeffectonyourenergylevelEvenwhengivenasnegativeviewyoucandescribeitaspositiveandgetratherthanloseenergyCopyright©2003TerryChambers.AllRightsReserved.FunctionalManagerRoleByunder-standingthisCanstillbethesamenumberofnegatives,theyjustaren’tasbig!YoucandothisCopyright©2003TerryChambers.AllRightsReserved.TheKeyTheleaderdoesn’tneedtoknowalltheanswers……theleaderonlyneedstoknowthequestionswhichareeffectiveinhelpingotherstodiscovertheanswerstheyalreadyhaveCopyright©2003TerryChambers.AllRightsReserved.Questionswhichcanbeansweredwithoutthepossibilityofmakingamistakethrowourswitchesintoan“on”positionandallowustoapplyourintuition.Questionsinthisformarecalled……EffectiveQuestionsCopyright©2003TerryChambers.AllRightsReserved.YourintuitivemindwillbedormantuntilengagedbyEffectiveQuestions.EffectiveQuestionsareanypositivequestionswhichallowyoutoexploreyourfeelings,examinepatterns,anddevelopidealsolutionsfromtheintegrationofmanyparts.Copyright©2003TerryChambers.AllRightsReserved.…thus,EffectiveQuestionsarerightbrainedquestions.Copyright©2003TerryChambers.AllRightsReserved.Askwhatandhow,notwhyifemotionsareinvolved.Thewhyquestionsmoveustotheleftsideofourbrainandcancauseustolimitourresponseto“logical”answers.Copyright©2003TerryChambers.AllRightsReserved.●Whatisalreadyworking?●Whatspecificallycausesittowork?●Whatisourvision/goal/objective?●Whatwouldbethebenefitstothecustomers,organizationsandyouofreachingyourgoal?●Whatspecificallycanwedomoreof,betterordifferentlytobegintomovetowardourgoal?SomeEffectiveQuestionsCopyright©2003TerryChambers.AllRightsReserved.The5KeyTeamManagementVariablesThe“Hard”partThe“Soft”partFunctionQualityScheduleEffortPeople(Process,Productivity)Copyright©2003TerryChambers.AllRightsReserved.People!PeoplemuststillperformtheWork!Copyright©2003TerryChambers.AllRightsReserved.Thefifthkeyteamvariablehastodowiththe“Soft”partPeopleEnergyLevelCultureFeelingsSkillsFocusPersonalityValuesExperiencesCopyright©2003TerryChambers.AllRightsReserved.ExcersizeAsateam,take15minutesandidentify:1.Whatdoyou“feel”arethekeydimensions,characteristics,AttributesofahighperformingTeam?2.Whatisitthatmakesateamhighperforming?Copyright©2003TerryChambers.AllRightsReserved.DimensionsofaHighPerformingTeam●Clearandelevatinggoals●Resultsdrivenstructure●Competentteammembers●Unifiedcommitment●Collaborativeclimate●Standardsofexcellence●Externalsupportandrecognition●PrincipleleadershipCarlLarson,“Teamwork”Copyright©2003TerryChambers.AllRightsReserved.TheOrganizationBehindtheProfession●ProjectManagementInstitute(PMI®)●Not-for-profitprofessionalassociation●Established1969●Over90,000membersin120countries●200+charteredchapters●36+charteredSpecificInterestGroups(morepending)Copyright©2003TerryChambers.AllRightsReserved.PMIAdvancesthePMprofessionby:●Mai