This project has received funding from the European Union’s Seventh Framework Programme for research, technological development and demonstration under grant agreement No 643330

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INTRODUCTION TO TEAMWORKEUDAIMONIA SOLUTIONS SELF-PACED COURSE

LESSON 3: NEW TYPES OF TEAMS

PIPERS | POLICY INTO PRACTICEEURAXESS RESEARCHER CAREER SKILLS FOR CAREER DEVELOPMENT

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LEARNING OBJECTIVES for lesson 3During this lesson you will learn about four new types of teams that have emerged in the 21st century (virtual, diverse, startup and self-managed teams) and why are they important. You will also reflect on essential knowledge that influences your ability to function well in such teams.

This project has received funding from the European Union’s Seventh Framework Programme for research, technological development and demonstration under grant agreement No 643330

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VIRTUAL TEAMSGroups of geographically, organizationally and/or time dispersed workers brought together by information and telecommunication technologies to accomplish one or more organizational tasks.(DeSanctis & Poole, 1997; Jarvenpaa & Leidner,1999)

Information technologies and knowledge-based work make virtual teams possible and globalization make them necessary.

This project has received funding from the European Union’s Seventh Framework Programme for research, technological development and demonstration under grant agreement No 643330

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MAKING VIRTUAL TEAM WORK 1. Get the team together physically early-on  2. Clarify tasks and processes, not just goals and roles  3. Commit to a communication charter 4. Leverage the best communication technologies  5. Build a team with rhythm  6. Agree on a shared language 7. Create a “virtual water cooler”  8. Clarify and track commitments  9. Foster shared leadership10. Don’t forget the 1:1s

Read more here:http://blogs.hbr.org/2013/06/making-virtual-teams-work-ten/

This project has received funding from the European Union’s Seventh Framework Programme for research, technological development and demonstration under grant agreement No 643330

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STARTUP TEAMSA startup company is an entrepreneurial venture which is typically a newly emerged, fast-growing business that aims to meet a marketplace need by developing or offering an innovative product, process or service. A startup is usually a company such as a small business, a partnership or an organization designed to rapidly develop scalable business model. They are typically but not necessarily technology oriented and have high growth potential.

This project has received funding from the European Union’s Seventh Framework Programme for research, technological development and demonstration under grant agreement No 643330

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STARTUP DEVELOPMENT PHASES

This project has received funding from the European Union’s Seventh Framework Programme for research, technological development and demonstration under grant agreement No 643330

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DIVERSE TEAMSThere has never been more diversity in teams as today due to:- MULTICULTURAL: Increase of ethnically and culturally diverse

teams - GENDER: Increase of women in the workplace.- GENERATIONS: Increase of the variety of generations in the

workplace due to increase of age of retirement and faster paste of introduction of new generations.

- PERSONALITY: The type of work needed today requires more often diverse people to be in a team.

- MULTIDISCIPLINARY: To cope with the paste of change and meet needs of society, team are expected to work well across traditional boundaries of research and industry, different disciplines, etc.

This project has received funding from the European Union’s Seventh Framework Programme for research, technological development and demonstration under grant agreement No 643330

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VALUE OF DIVERSITYAWARENESS: “Everything that irritates us about others can lead us to an understanding of ourselves.” ― CARL JUNG

TRANSFORMATION- GROWTH: “The meeting of two personalities is like the contact of two chemical substances: if there is any reaction, both are transformed.” ― CARL JUNG

PROGRESS: “If we can stay with the tension of opposites long enough —sustain it, be true to it—we can become vessels within which the divine opposites come together and give birth to a new reality.” ― MARIE-LOUISE VON FRANZ

This project has received funding from the European Union’s Seventh Framework Programme for research, technological development and demonstration under grant agreement No 643330

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DIVERSITY COMPETENCE DEVELOPMENT STEPS

RECOGNIZE & ACCEPT DIFFERENCES• Acknowledge, appreciate, understand

ADAPT TO DIFFERENCES• Move outside own comfort zone• Adaptation does not mean adoption and assimilation

INTEGRATE DIFFERENCES• Able to analyze from different perspectives and remain grounded

in reality• Effectively communicate & operate

LEVERAGE ON DIFFERENCES• Make the most of differences• Strive for synergy• Create unity

AWARENESS START OF CHANGE COMPETENCE INTELLIGENCE

This project has received funding from the European Union’s Seventh Framework Programme for research, technological development and demonstration under grant agreement No 643330

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HOW DO WE DIFFER AS A TYPE OF PERSONALITY?1. WHERE DO WE DRAW

OUR ENERGY FROM?EXTRAVERSION

THE OUTSIDE WORLD

INTROVERSIONTHE INSIDE WORLD

2. PREFERENCE FOR TAKING INFORMATION

FROM

SENSINGTHE FIVE SENSES (ACTUAL)

INTUITIONTHE SIXTH SENSE, CONCEPTS

3. PREFERENCE FOR STRUCTURING

INFORMATION TO DECIDE

THINKINGIN A LOGICAL,

OBJECTIVE WAY

FEELINGIN A PERSONAL,

VALUES-BASED WAY

4. PREFERENCE FOR LIVINGJUDGING

A PLANNED & ORGANIZED LIFE

PERCEIVINGA SPONTANEOUS & FLEXIBLE LIFE

16 PERSONALITY TYPES ACCORDING TO MYERS–BRIGGS TYPE INDICATORClick here to check your own profile: https://www.16personalities.com/personality-types

This project has received funding from the European Union’s Seventh Framework Programme for research, technological development and demonstration under grant agreement No 643330

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SELF-MANAGED TEAMSSelf-managed teams, known also as “teal organizations operate effectively, even at a large scale, with a system based on peer relationships. They set up structures and practices in which people have high autonomy in their domain, and are accountable for coordinating with others. Power and control are deeply embedded throughout the organizations, no longer tied to the specific positions of a few top leaders.” Frederic LalouxRead more about the different type of organizations here: http://www.strategy-business.com/article/00344?gko=10921

This project has received funding from the European Union’s Seventh Framework Programme for research, technological development and demonstration under grant agreement No 643330

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OPEN YOUR NOTEBOOK AND WRITE YOUR ANSWERS TO THE FOLLOWING QUESTIONS:

• What would do differently based on this new knowledge?• What would happen if you change nothing?• What are your key takeaways from this part of the course?