Every successful organization needs high-performance teams to compete and succeed. Yet, technical people are often resistant to traditional "touchy-feely" teambuilding.
To improve communication, performance, and morale among NASA's technical teams, former NASA Astrophysicist Dr. Charlie Pellerin developed the teambuilding process described in "How NASA Builds Teams"—an approach that is proven, quantitative, and requires only a fraction of the time and resources of traditional training methods. This "4-D" process has boosted team performance in hundreds of NASA project teams, engineering teams, and management teams, including the people responsible for NASA's most complex systems — the Space Shuttle, space telescopes, robots on Mars, and the mission back to the moon. How NASA Builds Teams explains how the 4-D teambuilding process can be applied in any organization, and includes a fast, free on-line behavioral assessment to help your team and the individual members understand each other and measure the key driver of team performance, the social context.
Moreover, these simple, logical processes appeal strongly to technical teams who eschew "touchy-feely" training. Pellerin applies simple, elegant principles from his physics background to the art teambuilding, such as the use of a coordinate system to analyze the characteristics of team performance into actionable elements.
The author illustrates the teambuilding process with entertaining stories from his decade as NASA's Director for Astrophysics and subsequent 15 years of working closely with NASA and outside business teams. For example, he tells how the processes in the book enabled him to initiate the space mission to fix the Hubble Space Telescope's flawed mirror.
Free downloadable resources will help you:
Identify your teammates' innate personalities
Diagram your culture (And compare it to your customer's)
Measure the coherency of your project's paradigm (Get this wrong and you will be fired!) and
Learn to meet people's need to feel valued by you.
Further, you can download and use Pellerin's most powerful tool for influencing the outcome of any difficult situation: the Context Shifting Worksheet.
Note: The ebook version does not provide access to the companion files.
Table of contents
- Title Page
- Copyright Page
PART I - UNDERSTANDING AND ANALYZING CONTEXT
CHAPTER 1 - Think You Can Ignore Context? Hubbleâs Flawed Mirror Might Wake You Up
- Hubble Space TelescopeâApril 23, 1990
- However, Would the Telescope Work?
- Hubble Looks Good, So Off to Japan
- âConscious Expectation of the UnexpectedââAn Early Hubble Motto
- The Failure Review Board Found the Problem
- A Leadership Failure Caused the Flaw
- An Application Summary for Hubble Trouble
- CHAPTER 2 - Managing Social Context Manages Technical Performance
- CHAPTER 3 - The 4-D System A SIMPLE TOOL TO ANALYZE TEAM AND INDIVIDUAL PERFORMANCE
- CHAPTER 1 - Think You Can Ignore Context? Hubbleâs Flawed Mirror Might Wake You Up
PART II - USING 4-D ASSESSMENTS AND REPRESENTATIVE RESULTS FROM NASA
CHAPTER 4 - The 4-D Assessment Process
- Potency of Team Assessments to Drive Behavioral Change
- Launching and Managing Your Team Development Assessment
- An Overview of the Eight Assessed Behaviors
- Assessment ReportsâWhat They Look Like
- Debriefing Your Team
- What Progress Do Teams Experience?
- Individual Development Assessments
- What Progress Do Individuals Experience?
- Differences in Team and Individual Benchmarking Scales
- An Application Summary for Social Context
CHAPTER 5 - NASAâs 4-D Teambuilding Results
- They Voted with Their Feet . . .
- ... Because They Realized Results
- Systemic Change in First Team Assessments
- Estimating a Systemic NASA ROI
- Do 4-D Behavior Assessments Measure Performance?
- Do NASAâs Teambuilding Processes Always Work?
- A Few Testimonials
- An Application Summary for NASA Results
- A Summary of the Role of Each 4-D Process
- CHAPTER 4 - The 4-D Assessment Process
PART III - 4-D DIAGNOSTICS HOW TO COLOR CODE YOUR TEAMâS CONTEXT
- Quit the BS and Pick Up the Chalk
CHAPTER 6 - Using the 4-D System to Color Your Personalities
- Carl Jung and Innate Personality
- Two Ways to Decide
- About Your Personality Exploration
- Where Is Your Foundation?
- âWhoâs on the Bus?â
- ApplicationâThe Project That Could Not Complete
- Never Use This Information to Limit
- The Green, Cultivating Personalityâs Innate AMBR
- The Highly Effective (4-D) Pattern
- Gandhi Demonstrates 4-D Leadership
- The Effective Cultivating Leader
- The Yellow, Including Personalityâs Innate AMBR
- The Blue, Visioning Personalityâs Innate AMBR
- The Orange, Directing Personalityâs Innate AMBR
- Innate Personalities Alter Our Perception
- Are You a Competent or Incompetent Manager?
- How to Join the Ranks of the Competent 30 Percent
- 4-D Employee Recruitment
- An Application Summary for Innate Personality
- Will You Stand Up?
CHAPTER 7 - Using the 4-D System to Analyze Cultures
- Aschâs ExperimentâContext Alters Perception
- The âCulture as a Fieldâ Metaphor
- The Four Cultures
- The Blue Project Team That Could Not Complete
- Some Culture Inquiries
- Blue or Orange Culture Foundation
- Drawing Your Teamâs Culture Diagram
- Green, Cultivating Cultures: Accommodate Membersâ Values
- Yellow, Including Cultures: Accommodate Group Relational Needs
- Blue, Visioning Cultures: Accommodate Individual Expertsâ Needs
- Orange, Directive Cultures: Accommodate Managementâs Needs
- Give the Directing Culture What It Craves
- Building Orange from the Bottom Up
- Supporting Vital Subcultures
- 4-D Organization of Proposals
- Matching Proposal Team Culture to Customer
- Cultures Must Change as Projects Mature
- How Hubble Launched with a Flawed Mirror
- An Application Summary for Cultures
- CHAPTER 8 - Incoherent Project Mindset Colors? Update Your Resume
PART IV - SHIFTING THE CONTEXT
- CHAPTER 9 - The Context Shifting Worksheet (CSW)
CHAPTER 10 - Red Story-Lines Limit Team Performance
- What Matters for Leadership Effectiveness
- He Just Could Not Delegate
- 4-D Organization of Mindset
- How Powerful are Words?
- Story-Lines and Truth
- Managing Your Story-Lines with AMBR
- Story-Lines Can Drive Industries to Success or Ruin
- Choosing Story-Lines
- Troublesome Story-Lines in Technical Teams
- A Team/Organization Story-Line Exercise
- Story-Line Shifting Saves the Project
- Animals Run Story-Lines, Too
- Avoid Argument with the Indisputable Truth
- The Difficult Workshop Participant
- An Application Summary for Story-Lines
- A Team Activity
CHAPTER 11 - Manage Your Emotions to Manage Your Teamâs Energy
- Emotional Intelligence Is More Important
- Naming Emotions So You Can Manage Them
- Manage Your Teamâs Emotional State
- Time and Our Culture
- Expand Your Experience of Time
- Costs of Using Busyness to Avoid Feelings
- Practice Experiencing Your Emotions
- An Application Summary for Expressing Emotions
- Closing the âAttitude is Thoughts and Emotionsâ Segment
CHAPTER 12 - People Need to Feel Appreciated by You
- What Is Most Important to People?
- Attention: What Do People Most Want at Work?
- How about Money?
- Whose Needs Are You Meeting?
- Gratitudeâs Mindset Provides Authenticity
- Living in Gratitude
- Habitual Appreciation Enhances Longevity
- Mastery through âHAPPSâ Appreciation
- Exercising Appreciation Muscles
- Learn from 9/11âDo It Now!
- Story-Line and Emotion Synergy
- Excess Criticism Tips Teams into Death Spirals
- Appreciation Tips Teams Back to High Performance
- When is Replacing the Leadership the Only Option?
- Abundance Mindset
- An Application Summary for Expressing Appreciation
- CHAPTER 13 - Mine the Gold in Your Shared Interests
CHAPTER 14 - People Need to Feel Included by You
- Personas and Authenticity
- A Troubled University President
- The Great Santini
- Interviewing Your Mask (Persona)
- Whatâs Next-Most Important to People
- The Inclusion Mindset
- First, Do No Harm
- Listen Deeply
- Be Sensitive to Inclusion Manners
- Include Others by Sharing Something Personal
- Make It Easy for Others to Include You
- Recovering a Troubled Project
- Over-InclusionâToo Many E-Mails?
- A Possible Team Meetings Agreement
- The Project Managerâs âTruth Translation Tableâ
- An Application Summary for Including Others
- CHAPTER 15 - Building Trustworthy Contexts
CHAPTER 16 - Creating the Future You Want
- Visioning What You Want
- Reality-Based Optimism (Hope)
- Reality and Truth as Platforms for Creativity
- Using the Truth to Raise Hope
- The Great Observatories: Problem Solving versus Creativity
- Project Overruns: Problem Solving versus Creativity
- Creating the Project You Want
- Outcome Commitment
- Outcome Commitment and the Hubble Servicing Mission
- Outcome Commitment and My Wife
- Which Outcomes Are You Committed to Achieving?
- The Commitment Scale
- My (Charlieâs) Commitments
- What Are Your Commitments?
- The Mindset of a Purposeful Life
- You May Have Less Time Than You Think
- Carpe Diem
- Marketing, Selling, and President Reagan
- An Application Summary for Creating What You Want
CHAPTER 17 - Your Team Canât Afford Drama
- Mounting the StageâPerforming Your Melodrama
- Ineffective Emotional Management â Drama States
- Letâs Complain
- Who Is Responsible for the Complaints?
- Turning Complaints into 4-D Requests
- The Victim Mindset
- Escaping the Victim Mindset
- Discovering and Exiting Victim
- The BlamerâVictim/Rescuer Dance
- The Blamer-Victim/Rescuer Dance in the Workplace
- Self-detection of Drama States
- The Life-habituated Victim
- Is This the Hill You Want to Die On
- The Blamer Mindset
- Escaping the Blamer Mindset
- The Find-Your-Role Two-Step
- The Hero/Rescuer Mindset
- Escaping the Hero/Rescuer Mindset
- The Rationalizer Mindset
- A Rationalizer Example
- Truth-Withholding Incites Melodrama
- Truth-Withholding Story-Lines
- Dakota Tribal Wisdom
- An Application Summary for Drama Your Team Cannot Afford
- CHAPTER 18 - Donât Put Good People in Bad Places
- Title: How NASA Builds Teams: Mission Critical Soft Skills for Scientists, Engineers, and Project Teams
- Release date: July 2009
- Publisher(s): Wiley
- ISBN: 9780470456484
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