1. Jordan-Webb - All Rights Reserved 1991-2003 Integrating Group Work with Technology Overview Paul Collins Jordan-Webb (773) 463-2288 pcollins@jordan-webb.net pcollins@jordan-webb.net

2. Jordan-Webb - All Rights Reserved 1991-2003 n Individual –discrete, individual effort toward goal (like a sprinter or hurdler) n Coordinated –parallel, but independent effort toward goal (like runners on a relay team) n Group Dynamic –concerted effort toward goal (like synchronized rowing or swimming) Three Levels of Group Work

3. Jordan-Webb - All Rights Reserved 1991-2003 n Communicating –conveying information in words & images n Thinking –making sense of conditions, forming intentions n Accessing Information –finding & filtering information needed to support thinking & communication Three Work Group Processes (Briggs Focus Theory)

4. Jordan-Webb - All Rights Reserved 1991-2003 Coordinated Communicating Thinking Accessing Information Simultaneous Document and Data Conferencing Group Scheduling, Workflow and Project Management GROUP WORK PROCESSES GROUP WORK LEVELS Individual Preparing Documents and Presentations Individual Scheduling, Modeling and Simulating Retrieving and Filtering Local Data Generating Ideas, Persuading, Proposing, Discussing Analyzing, Evaluating, Understanding, Building Consensus Reviewing, Organizing, Interpreting, Integrating Group Work-Process Grid Group Dynamic Retrieving and Filtering Distributed Data

5. Jordan-Webb - All Rights Reserved 1991-2003 Email, Whiteboard, Document and Data Conferencing, Chat Rooms Scheduling, Workflow and Project Mgmt Systems Distributed Database Management Systems “GROUPWARE” PRODUCT TYPE GROUP WORK LEVELS Presentation Graphics Software Word Processing, Prototyping & Calendar Systems Local & Networked Database Management Systems Group Decision Support Systems Groupware Product Grid Communicating Thinking Accessing Information Coordinated Individual Group Dynamic Group Decision Support Systems

6. Jordan-Webb - All Rights Reserved 1991-2003 Organizations & Teaming n Decision-making in modern organizations increasingly depends on participation and consensus of diverse stakeholder groups (principles, executives, managers, employees, customers, suppliers, etc.). n Teams form the foundation of most business organizations and are critical in the effort to increase the quality of an organization’s decisions, products and services. n Teams are necessary because no individual has all of the expertise, experience, information, insight and inspiration to resolve issues of change, complexity and competition.

7. Jordan-Webb - All Rights Reserved 1991-2003 People & Teaming n Organizations planning for the future are trying to learn how to obtain better information and make better informed decisions in increasingly compressed time frames. n As more such activities are delegated to work groups, it is critical to provide these groups with tools and techniques that enable them to navigate the group maturity model (forming- storming-norming-performing) and to evolve into real teams. n Balancing the need for teams to do work and produce results against the time (a non-renewable asset) needed to develop individuals into team members is a difficult issue to resolve. FormingPerforming StormingNorming

8. Jordan-Webb - All Rights Reserved 1991-2003 Technology & Teaming n Integrating collaborative processes and group management techniques with group support technology will help manage the issue of “team versus time”. n Participants in technology-supported sessions will produce higher-quality deliverables in less time. n “By-products” of Technology-supported sessions include: –a high degree of “team-consciousness” –an understanding of consensus –a buy-in to the overall process –a high level of satisfaction with the deliverable work product(s) -

9. Jordan-Webb - All Rights Reserved 1991-2003 Technology & Techniques n It ain’t just the technology, it’s the techniques. Smart use of the technology is essential for an organization that values: Free flow of ideas –Prevents filtering in/out by position, gender, race, etc. –Helps surface the un-speakable, un-expected, un-imaginable –Promotes consideration on merit instead of origin –Enables sharing of knowledge –Encourages candor Mature Group Behavior –Reduces pressure to conform or “boss bias” –Levels playing field for introverts/extroverts, management/staff –Supports convergent thinking and alignment of group & individual goals (OK to agree) –Fosters divergent thinking (OK to disagree) or asking the “dumb” question (OK to ask for clarification)

10. Jordan-Webb - All Rights Reserved 1991-2003 Next Steps & Action Items n We’d like to learn more about your Organization n Perhaps we can be of assistance n Please contact Paul Collins at: –pcollins@jordan-webb.netpcollins@jordan-webb.net –(773) 463-2288