Ignit gniter ers Meet eetup up Team Hacking: Psychology of - - PowerPoint PPT Presentation
h0p://meetup.com/igniter Ignit gniter ers Meet eetup up Team Hacking: Psychology of Startup Teams Speaker: Lindred Greer Join us www.IgniterSV.com Hosted by: Sponsored by: h0p://www.vorkspace.com - Remote Team Made Easy The Psychology of
Speaker: Lindred Greer
Join us www.IgniterSV.com
Team Hacking: Psychology of Startup Teams
Sponsored by: Hosted by: h0p://www.vorkspace.com
h0p://meetup.com/igniter
Professor Lindred Greer March 17, 2016
Interactive Exercise Debrief and the Science
Team Psychology Discussion Break-outs & Session Take- Aways
INTRO
Build the Tallest Freestanding Structure: The winning team is the one
that has the tallest structure measured from the table top surface to the top of the
structure, like a chair, ceiling or chandelier.
The Entire Marshmallow Must be on Top: The entire marshmallow
needs to be on the top of the structure. Cutting or eating part of the marshmallow disqualifies the team.
Use as Much or as Little of the Kit: The team can use as many or as few
cannot use the paper bag as part of their structure.
Break up the Spaghetti, String or Tape: Teams are free to
break the spaghetti, cut up the tape and string to create new structures.
The Challenge Lasts 15 minutes: Teams cannot hold on to the structure
when the time runs out. Those touching or supporting the structure at the end of the exercise will be disqualified.
Team Height Time
The Composition Problem
+ Is the right expertise available in the start- up team?
The Participation Problem
+ Is the expertise being shared within the start-up team?
The Influence Problem
+ Are individuals with expertise having as much impact as those with less expertise?
High performance group
Disengagement? Similar views? A lack of disagreement?
#$%@!!! Images owned/created by Stanford Graduate School of Business, Barbara McCarthy
Phillips, K. W., Liljenquist, K.A., and Neale, M. A. (2009). Is the pain worth the gain? The advantages and liabilities of agreeing with socially distinct newcomers. Personality and Social Psychology Bulletin, 35, 336-350.
Socially similar Socially dissimilar
Members’ Perceived Group Effectiveness
Socially similar Socially dissimilar
Actual Group Task Performance - % Groups Accurate
+ Hire for task-relevant diversity + But ensure shared passion + Create ‘artificial diversity’ – embrace
Image owned/created by Stanford Graduate School of Business, Barbara McCarthy
Image owned/created by Stanford Graduate School of Business, Barbara McCarthy
Image owned/created by Stanford Graduate School of Business, Barbara McCarthy
THE TEAM LEADER
EVERYONE ELSE
Image owned/created by Stanford Graduate School of Business, Barbara McCarthy
+ Smaller size groups +Solicit data in advance of meetings + Build trust and psychological safety + Proximity and body language matter
Image owned/created by Stanford Graduate School of Business, Barbara McCarthy
Expertise
Height Dominance Attractiveness Speaking Time Familiarity Facial features
0.1 0.2 0.3 0.4 0.5 0.6 Leader Selected on Other Traits Leader Selected on Task Knowledge
Taracki, M., Greer, L.L., and Groenen, P. (2016). When does power disparity help or hurt group performance? Journal of Applied Psychology, in press.
+ Know who knows what + Ensure formal leaders are team players + Rotate meeting control
Image owned/created by Stanford Graduate School of Business, Barbara McCarthy
Influence Expertise
What is most natural for the team is not necessarily what is best for the team when it comes to start-up performance
+ People often choose founders and early hires for reasons other than relevant skillsets + Team participation within the start-up is often dominated by a small minority of members + The people who often emerge as leaders are not necessarily the most qualified
Please take the next 10 minutes to discuss in groups of 3 changes you can immediately make in the way you run your start-up
Manage composition
+ Hire for task-relevant
diversity
+ But ensure shared
passion
+ Create ‘artificial
diversity’ – embrace constructive controversy, devil’s advocacy, challenging assumptions, etc
Manage participation
+ Use virtual chatrooms + Solicit opinions in
advance of meetings
+ Build trust and safety + Use smaller groups + Rely on evidence-based
debate
+ Ensure member visibility
Manage influence
+ Improve knowledge
competences
+ Ensure leaders are
team players
+ Rotate meeting
control based on topic expertise
Influence Expertise
lgreer@stanford.edu
Speaker: Lindred Greer
Join us www.IgniterSV.com
Team Hacking: Psychology of Startup Teams
Sponsored by: Hosted by: h0p://www.vorkspace.com
h0p://meetup.com/igniter