1. Dilbert’s Salary Theorem
Postulate 1: Knowledge is Power
Postulate 2: Time is Money
As every engineer knows:
Since, by postulate 1, we know Knowledge = Power, then
Since, by postulate 2, we also know Time = Money, then

2. Dilbert’s Salary Theorem, cont.
Solving for Money we get
Thus, as Knowledge approaches zero, Money approaches infinity, regardless of the amount of work done.
Conclusion: The less you know, the more you make.

3. Space
Technology
and Robotic
Systems
Developing a TEAM adapted (with permission) from Team Power: How to Build and Grow Successful Teams by Jim Temme California Partnership Academies Conference March 2, 2015 Sacramento, CA John Galisky – Coordinator Lompoc High School Space, Technology and Robotic Systems

4. Contact Information
(805)
Index Card
Name
address
Question / Comment / Reminder

5. Team - and Robotic Systems Space, Technology
A group of people who have been empowered to set goals, make decisions, and solve problems and who have the commitment to make changes to implement their goals and decisions.
Team Power, by Jim Temme

6. and Robotic Systems Space, Technology
“Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishment toward organizational (goals and) objectives. It is the fuel that allows common people to attain uncommon results.” -- Author Unknown

7. Characteristics of a Team
Space
Technology
and Robotic
Systems
Characteristics of a Team
Trust
Empowerment
Communication
Embracing Innovation & Creativity
Leadership
Decision Making
Awareness of Need to Change
Training
Integrated Personalities
Team Power, by Jim Temme

8. Trust and Robotic Systems Space, Technology
Actions speak louder than words
Consistency
People follow what we do not what we say:
Actions speak louder – Follow directions
1) “Thumb & forefinger together – OK symbol”
2) “Put it up to your chin” while putting it up to your cheek
Team Power, by Jim Temme

9. Empowerment and Robotic Systems Space, Technology
Without authority a team is just a workgroup
Team leader  share power
Team members  take responsibility
Team Power, by Jim Temme

10. Communication and Robotic Systems Space, Technology
Do not assume communication occurs when we speak to each other
Pope kicks the Jews out of Rome
Team Power, by Jim Temme

11. Embracing Innovation & Creativity
and Robotic Systems
Space, Technology
Embracing Innovation & Creativity
Open Communication
Team must be willing to experiment
Mistakes will occur but mistakes provide growth stimulus. Doing nothing promotes decay.
No such thing as “status quo”. Everything is either in a state of growth or a state of decay. If it’s not growth it must be decay.
“Experience is what enables you to recognize a mistake when you make it again.
-- Earl Wilson --
Team Power, by Jim Temme

12. Leadership and Robotic Systems Space, Technology
Coach – provide direction
Counselor – listen to ideas, concerns, & needs
Catalyst
Team Power, by Jim Temme

13. Decision Making and Robotic Systems Space, Technology
Continuous improvement
Problem solving
Decide and ACT!!
Team Power, by Jim Temme

14. Awareness of Need to Change
and Robotic Systems
Space, Technology
Awareness of Need to Change
Change is uncomfortable
It takes work to develop new habits and break old ones.
Change is uncomfortable - Everyone fold arms
Reverse fold
Relax – unfold arms
“Write your name” – numb/automatic
“Write your name with your weak hand” – think about what you are doing & why you are doing it
Fold arms again
Who Moved My Cheese?, Spencer Johnson
Team Power, by Jim Temme

15. Training and Robotic Systems Space, Technology
Working as a team means that we are doing something different.
Doing things differently requires training.
Doing the same thing over and over but expecting different results is Insanity.
Team Power, by Jim Temme

16. A P Z B O N Y D E U W Q S I R K M H T G X V J L F

17. X O F P D H J U C V G I T W Y N A Q R K M Z L B S

18. Integrated Personalities
and Robotic Systems
Space, Technology
Integrated Personalities
T argeted
E nthusiastic
A ccommodating
M editative
Team Power, by Jim Temme

19. Targeted Focuses on team goals and results
Expects team to take action and be decisive
Encourages risk taking
Expresses own opinions and feelings freely to the team
Doesn’t encourage a lot of interpersonal team member involvement
Competitive
Team Power, by Jim Temme

20. Enthusiastic Focuses on people and team member relationships
Enjoys teamwork and people involvement
Encourages team innovation
Considers team member facts, opinions, and ideas
Gets team members to do things by using persuasion more than power
Optimistic
Team Power, by Jim Temme

21. Accommodating Focuses on team harmony and steadiness
Creates a team climate of trust, dependability, and security
Listens sincerely to team member feedback and ideas
Tends to be more careful and contemplative with goals and actions the team should consider
Open and considerate
Team Power, by Jim Temme

22. Meditative Focuses on team analysis, facts, and detail
Encourages the team to plan strategically and to focus on tasks
Creates a climate where team rules are encouraged and followed
Encourages the team to solve problems through effective analysis
Doesn’t encourage team spirit as much as team process
Contemplative and reserved
Team Power, by Jim Temme

23. Team Power, by Jim Temme Targeted · Focuses on team goals and results
·         Expects team to take action and be decisive
·         Encourages risk taking
·         Expresses own opinions and feelings freely to the team
·         Doesn’t encourage a lot of interpersonal team member involvement
·         Competitive
Enthusiastic
·         Focuses on people and team member relationships
·         Enjoys teamwork and people involvement
·         Encourages team innovation
·         Considers team member facts, opinions, and ideas
·         Gets team members to do things by using persuasion more than power
·         Optimistic
Meditative
·         Focuses on team analysis, facts, and detail
·         Encourages the team to plan strategically and to focus on tasks
·         Creates a climate where team rules are encouraged and followed
·         Encourages the team to solve problems through effective analysis
·         Doesn’t encourage team spirit as much as team process
·         Contemplative and reserved
Accommodating
·         Focuses on team harmony and steadiness
·         Creates a team climate of trust, dependability, and security
·         Listens sincerely to team member feedback and ideas
·         Tends to be more careful and contemplative with goals and actions the team should consider
·         Open and considerate
Team Power, by Jim Temme

24. Targeted Under stress: tends to be controlling
Needs: Control, fast pace, independence, accomplishment
Fears: Being taken advantage of
Team Power, by Jim Temme

25. Enthusiastic Under stress: tends to be impulsive
Needs: Recognition, approval, fast pace, involvement, fun
Fears: Being disliked
Team Power, by Jim Temme

26. Accommodating Under stress: tends to be indecisive
Needs: Personal assurance, comfort, direction, sincerity, slower methodical pace
Fears: Conflict
Team Power, by Jim Temme

27. Meditative Under stress: tends to withdraw
Needs: To be right, slow pace for processing information, accuracy, time to be alone
Fears: Being wrong, quick change without substantiation
Team Power, by Jim Temme

28. Goals People Work Quickly Work Slowly Team Power, by Jim Temme
Targeted
·         Focuses on team goals and results
·         Expects team to take action and be decisive
·         Encourages risk taking
·         Expresses own opinions and feelings freely to the team
·         Doesn’t encourage a lot of interpersonal team member involvement
·         Competitive
Under stress: tends to be controlling
Needs: Control, fast pace, independence, accomplishment
Fears: Being taken advantage of
Enthusiastic
·         Focuses on people and team member relationships
·         Enjoys teamwork and people involvement
·         Encourages team innovation
·         Considers team member facts, opinions, and ideas
·         Gets team members to do things by using persuasion more than power
·         Optimistic
Under stress: tends to be impulsive
Needs: Recognition, approval, fast pace, involvement, fun
Fears: Being disliked
Meditative
·         Focuses on team analysis, facts, and detail
·         Encourages the team to plan strategically and to focus on tasks
·         Creates a climate where team rules are encouraged and followed
·         Encourages the team to solve problems through effective analysis
·         Doesn’t encourage team spirit as much as team process
·         Contemplative and reserved
Under stress: tends to withdraw
Needs: To be right, slow pace for processing information, accuracy, time to be alone
Fears: Being wrong, quick change without substantiation
Accommodating
·         Focuses on team harmony and steadiness
·         Creates a team climate of trust, dependability, and security
·         Listens sincerely to team member feedback and ideas
·         Tends to be more careful and contemplative with goals and actions the team should consider
·         Open and considerate
Under stress: tends to be indecisive
Needs: Personal assurance, comfort, direction, sincerity, slower methodical pace
Fears: Conflict
Work Quickly
Work Slowly
Team Power, by Jim Temme

29. Same or Different???? and Robotic Systems Space, Technology SAME
“group think”
everyone values the same codes and behaviors
DIFFERENT
more creative
make better decisions
more conflict
Be aware of styles: yours and other team members
Team Leaders – understand & be able to utilize characteristics of all four
Team Power, by Jim Temme

30. 6 Stages of a Project and Robotic Systems Space, Technology Enthusiasm
Disillusionment
Panic
Search for the Guilty
Punishment of the Innocent
Praise for Non-Participants

31. Characteristics of a Team

32. 4 Stages of Team Development
and Robotic Systems
Space, Technology
4 Stages of Team Development
Goal setting
Planning
Taking action
Getting results & focusing on new goals
Outside the box activity
Team Power, by Jim Temme

33. Motivation and Robotic Systems Space, Technology
Most issues of motivation can be addressed by team leaders creating the proper environment.
The price of greatness is responsibility
-- Winston Churchill --
Team Power, by Jim Temme

34. Common Attitudes that Kill Progress
Space
Technology
and Robotic
Systems
Common Attitudes that Kill Progress
“It won’t work for our team.”
“We’ve tried that before.”
“It’s too radical a change.”
“You’re two years ahead of your time.”
“That’s not our problem.”
“The Board would never go for it.”
“Let’s shelve it for the time being.”
“Let’s form a committee.”

35. Motivation does not last, …
Space
Technology
and Robotic
Systems
If team members fear making wrong decisions …
they will make only “safe” decisions.
No growth…No progress
Motivation does not last, …
but the decisions we make while motivated just might.