Principles of Engineering System Design Dr T Asokan

T Asokan Dr T Asokan TOOLS FOR ENABLING CREATIVE DEVELOPMENT

Tools for enabling Creative Development Processes- To remove barriers that obscure our collective imagination. Development Teams Team composition Team Building and Evaluation Planning What When Where How

Team work

Beyond the definition, there are a number of necessary characteristics that must exist to be an effective team. Basics of Teams A team may be defined as two or more persons engaged in a common goal, who are dependent on one another for results, and who have joint accountability for the outcome.

PRIDE Principles: Purpose Respect Individuals Discussions Excellence Mission Statement Trust and Support Enhance creativity through respecting individual differences Communication and consensus Strive for excellence

TEAM Roles Team roles relate to the professional needs of the team.Beyond technical expertise, members of teams must also fulfill roles as general problem solvers and team players Administrator/ Reviewer Trouble shooter/Inspector Producer/Test Pilot Manager/Coordinator Conserver/critic Expediter/Investigator Conciliator/Performer Mockup maker/Prototyper/modeler

Visionary Strategist Need finder Entrepreneur/Facilitator Diplomat/orator Simulator/Theoretician Innovator Director/programmer It should be kept in mind that all persons perform all of these roles to some degree or other. “It is easier to go to Mars or to the Moon than it is to penetrate one’s own being”- Carl Jung

Team Development There are five stages in the development of a Team: Forming: When the team is formed Storming: When disagreements arise, team members get to know each other, and relationships develop Norming: When agreements are made, relationships mature and conflicts are settled Performing: When the team actually makes progress towards the goal Adjourning: When the task is finished and the team disbands “It is easier to go to Mars or to the Moon than it is to penetrate one’s own being”- Carl Jung

Myers-Briggs Type Indicator (MBTI) Myers-Briggs type indicator (MBTI) is a simple measurement indicator of how people behave and contribute in a work environment. It describes four categories to distinguish personality: How a person is energized (Extraversion Vs Introversion), What a person pays attention to (Sensory Vs INtuition), How a person decides (Thinking Vs Feeling), What kind of outlook on life a person adopts (Judgment Vs Perception). For each category of type, a person is assumed to have an intrinsic preference for one of each pair over the other, thereby defining sixteen different personality types. ( Refer: Kevin Otto and Kristin Wood )

T Asokan ED309 Extraverted Characteristics (E)  Act first, think/reflect later  Feel deprived when cutoff from interaction with the outside world  Usually open to and motivated by outside world of people and things  Enjoy wide variety and change in people relationships Introverted Characteristics (I)  Think/reflect first, then Act  Regularly require an amount of "private time" to recharge batteries  Motivated internally, mind is sometimes so active it is "closed" to outside world  Prefer one-to-one communication and relationships

Sensing Characteristics (S)  Mentally live in the Now, attending to present opportunities  Using common sense and creating practical solutions is automatic- instinctual  Memory recall is rich in detail of facts and past events  Best improvise from past experience  Like clear and concrete information; dislike guessing when facts are "fuzzy “ Intuitive Characteristics (N)  Mentally live in the Future, attending to future possibilities  Using imagination and creating/inventing new possibilities is automatic-instinctual  Memory recall emphasizes patterns, contexts, and connections  Best improvise from theoretical understanding  Comfortable with ambiguous, fuzzy data and with guessing its meaning.

Thinking Characteristics (T)  Instinctively search for facts and logic in a decision situation.  Naturally notices tasks and work to be accomplished.  Easily able to provide an objective and critical analysis.  Accept conflict as a natural, normal part of relationships with people. Feeling Characteristics (F)  Instinctively employ personal feelings and impact on people in decision situations  Naturally sensitive to people needs and reactions.  Naturally seek consensus and popular opinions.  Unsettled by conflict; have almost a toxic reaction to disharmony.

Judging Characteristics (J) Plan many of the details in advance before moving into action.  Focus on task-related action; complete meaningful segments before moving on.  Work best and avoid stress when keep ahead of deadlines.  Naturally use targets, dates and standard routines to manage life. Perceiving Characteristics (P)  Comfortable moving into action without a plan; plan on-the-go.  Like to multitask, have variety, mix work and play.  Naturally tolerant of time pressure; work best close to the deadlines.  Instinctively avoid commitments which interfere with flexibility, freedom and variety

Summary of MBTI types Manner in which a person interacts with others E Focuses outwardly on others, gains energy from others. Interacts with an initiation Focuses inwardly, gains energy from ideas and concepts. Reactive interaction I Manner in which a person processes information S Focus is on five senses and experience Focus is on possibilities, future use, big picture and ideas N Manner in which a person evaluates information T Focus is on objective facts and causes &effects Focus is on subjective meaning and values F Manner in which a person comes to conclusions J Focus is on timely, planned conclusions and decisions Focus is on adaptive process of decision making P

Sensing Intuition Thinking Feeling 12:00-12:04 12:04-12:28 12:28-12:40 12:40-End Sensing Intuition Thinking Feeling 12:00-12:24 12:24-12:28 12:28-12:48 12:48-End Implement solutions Analyse Solutions Understanding problem Final solutions

MBTI can be effectively used for improving communications within the team. Besides motivating team discussions, it can be used to understand team roles and potential weaknesses that may exist in a team. Sensing Intuition Thinking Feeling 12:00-12:12 12:12-12:32 12:32-12:56 12:56-End Most preferred to Least Preferred Sensing Intuition Thinking Feeling 12:00-12:24 12:12-12:28 12:32-12:40 12:40-End

I INSPECTOR Detects and corrects errors STRATEGIST Speculates on project & products future INVESTIGATOR Gets facts and know-how. MODELMAKER Builds & tests rough prototypes TEST PILOT Pushes performance envolope. E VISIONARY Imagines various product forms and uses. INNOVATOR Synthesizes new products. ENTREPENEUR Explores new products And methods. IS IN NI NE ENES SE SI OBSERVATION OBSERVER Sees all sides INFORMATION-GATHERING

I REVIEWER Compares results with goals. CRITIC Addresses aesthetic & moral issues. SIMULATOR Analyses performance & efficiency SCHEDULER Sets deadlines & breaks bottlenecks COORDINATOR Focuses effort and saves time. E NEEDFINDER Evaluates human factors & consumer issues. CONCILIATOR Detects and fixes inter- personal issues. DIPLOMAT Harmonizes team, client, & costumer. IT IF FI FE EFET TE TI OBSERVATION OBSERVER Sees all sides DECISION-MAKING T F

Managerial uses of MBTI Do use the MBTI to: – Understand individual preferences – Improve communication – Resolve conflict – Improve team decision making Do NOT use MBTI to – Define skills, abilities or intelligence – Place value on one team member over another – Make assumptions about people

Team Building (Basic activities) A business environment should encourage effective team work. There should exist a natural enthusiasm to work together, to support each team member, and to work cooperatively towards a common goal. A variety of team building exercises may be created and implemented to create a successful team.

Any Team building activity should have the following characteristics: a clear goal or set of goals that are non-obvious (i.e., cannot be solved by inspection or previous knowledge) a task that requires team cooperation and leadership for success inherent risk for failure, at least partially a task that is not part of the everyday job or actual project. a facilitator to help guide the team when a catalyst is needed. an independent observer that records the performance and responses of the team, outside the “heat of the battle”. a forum to discuss the activity, analyzing successes and failures