Launch of book; THE NOISE BEHIND BUSINESS. HOW TO MAKE TRADESHOWS WORK, at EM Summit, May 6, 2013
Goal Summit 2016: The Science Behind Effective Teams at Google
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Transcript of Goal Summit 2016: The Science Behind Effective Teams at Google
Build Effective Teams Everywhere
Prasad Setty
VP, People Operations
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What comes to mind when you think of an effective team?
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What makes an effective team at Google?
Intergroup competition CohesionMental models Commitment
Goal settingGroup incentive systems
Group polarizationIndividual credibilityConformitySocialization
Team roles Inspiring mission
Behavioral approach Sharing informationSocialization Healthy norms
Organizational resources Team sizeWork-life quality Past experience
Communication Reward system ProximityCognitive ability
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Team effectiveness study design
180 250+201
35+3
interviews teams inputs
outputs stats models run
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WHO is on the team matters less than HOW the team works together
What we found
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MEANING IMPACT &Our team cares about making education better and helping teachers teach. It means a lot to me to be working toward these goals.
“Our work directly increases the success of small business and drives real economic benefits to those outside of Google on a global scale.
“
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Our team cares about making education better and helping teachers teach. It means a lot to me to be working toward these goals.
“
external validation internal validation
Our work directly increases the success of small business and drives real economic benefits to those outside of Google on a global scale.
“MEANING IMPACT &
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CLARITY DEPENDABILITY&
If someone says they are stuck, almost always 1-3 people will offer help. Often if that requires code changes, that person will volunteer to just do it that day.
“The team is well structured and we leverage each other and receive excellent guidance and support from top management.
“
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Undependable team
Dependable team
Structure & Clarity
Effectiveness
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PSYCHOLOGICALSAFETYIf people on your team don’t feel safe, they won’t take risks. In anything that’s complicated like software development, you want people to take risks. What’s the point of the team if people aren’t taking risks?
“
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Teams that feel safe beat their sales targets
+17%
-19%
Safe team
Unsafe team
TARGET SALES REVENUE
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Five dynamics of team effectiveness
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gTeams@Google
Survey Assessed on the five
underlying dynamics of team effectiveness
Report Entire team reviewed
Action Planning Consult resources
to take action
Discussion Team set aside
90 minutes to talk through results
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Create an environment where people can speak freely
Let your team members own the process of creating new team norms
Show that you care about team dynamics
What you can do
1
2
3
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Thank you.