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  • Matt Arnold

Four Outcomes Critical to Team Performance

Note: A version of this post appeared on HandrailUX blog.


Whether we are working in design, innovation, digital transformation, or product development, our success is largely dependent on our team. Design is a team sport. In my 25 years of working on strategic brand, innovation, and design initiatives, I've learned that we need healthy teams to be successful. Unfortunately, few are trained on how to be strong team members or some of the key principles for team success.

Working in teams can be frustrating and unnecessarily difficult. In this post, I’ll present ways to optimize team collaboration and share a structure for thinking about collaboration that has been helpful for my work with teams. My hope is that by providing some context to team outcomes and ways to optimize those outcomes your team can improve the productivity and quality of your work while feeling a sense of pride in the team and being more satisfied with your work. Good teams maximize four essential outcomes - productivity, quality, consensus, and satisfaction.



Best & Worst Team Experiences


Think about your experiences working in teams.

Best team: What made it the best team for you?Worst team: What was frustrating about it?

I’m guessing that your best team experiences had many of these characteristics:

  • Shared and understood goals

  • A feeling of trust among teammates

  • Team members that contributed, and

  • a feeling that you made significant contributions

  • The team produced something new and cool, or it felt like you made an impact.

  • There was a social connection among team members beyond the work.


On the other hand, the worst group was probably plagued with chaos, swirl, competing goals (or a complete lack of a goal), jerks, and childish or inappropriate behavior. Bad teams seem to bring out the worst in us as individuals. Unfortunately, being a part of a bad team is so common that the following meme resonates with many of us.


So, how do we optimize our work to maximize the outcomes? Simple, one three-hour session on the ropes course or some trust falls in the parking lot and your team is built. Just kidding.


Unfortunately, some of the “forced merriment,” even with positive intent, is presented as a turnkey and inauthentic way that it works against building our teams. With all human endeavors, culture and context matter. Many team building events can fall flat and not strike the right chord with your team and the context in which the team working.


The Team Effectiveness Bullseye


In grad school, my research focused on computer-augmented group decision making. Since graduating, I’ve been working on the theory and application of teamwork for about twenty-five years. I’ve worked on and built teams in start-up environments, non-profits, and some of the largest for-profit organizations in the world. I have  modified a framework based on Cragan & Wright’s “Bullseye” to maximize team effectiveness by clearly defining roles, goals, and methods for communication.  My belief is that the Bullseye framework will help you and your team maximize the effectiveness of your group efforts.


At its core, the Bullseye is the target of group outcomes every work team (small, interdependent group, working towards a shared goal) is trying to balance and maximize. The four outcomes are productivity, quality, consensus, and satisfaction. Let’s look at ways you can help your teams maximize these outcomes. The Bullseye gives teams a target for positive and effective outcomes. By balancing and maximizing productivity, quality, consensus, and satisfaction, team collaboration is more enjoyable and produces a better outcome. Win-Win!


By understanding the four outcomes, and the four types of talk in teams, you can stay on target and optimize the effectiveness of your teams.



The Group Communication Bullseye
















Maximizing Four Outcomes


All work teams need to maximize the following outcomes.

  • Productivity

  • Quality

  • Consensus

  • Satisfaction

These outcomes are interdependent elements to be managed. As a team, we could move faster (productivity), if we didn’t need some level of agreement (consensus). Or a belief that we could improve quality if we slow down, reducing perceived productivity. For teams to work well there will need to be clear goals and measures of success, as well as an open line

Balance and maximize these four outcomes: Quality, Productivity, Consensus, and satisfaction.

of communication when team members feel conflicted about competing outcomes. Some team members are more motivated or satisfied with productivity measures, while others are more satisfied with quality or consensus, and others who are most satisfied by producing high-quality work. 












Four Types of Talk to Maximize Outcomes


It will take time and commitment, but the effort you put into your team should be seen an investment in future teamwork – where your team continues to maximize the four outcomes.  We can optimize and maximize our outcomes through our ability to manage four types of “talk.”


Talk is simply the way we communicate through a variety of media and channels. Each team has unique contextual elements and dynamics (organizational culture, individual’s mental models, etc.) so your mileage will vary. Strive to find the right mix for your team, in your organization. When it comes to groups we need to manage: task talk, role talk, trust talk, and team talk.


Task Talk


Balance the critical types of group talk, starting with Task Talk.

Task talk is communication related to team goals and objectives. Good task talk will reduce uncertainty and manage expectations regarding what the team needs to accomplish and managing the work-related talk. Task talk includes items that will focus on situational awareness and status updates.

Task communication may not be the most thrilling content to consume but is important to keep the team on the same page. Note, when task talk is taken too far, it sounds like edicts from taskmasters and the content does not care about the impacts to the team members.  Healthy task talk helps promote alignment on the understanding of goals and “rules of engagement” for our work. This should also include decision-making systems so that we understand how decisions will be made along the way.


Role Talk


Strive for role clarity.

Role talk is communication regarding team roles and functional role.

Your functional role can most easily be understood by your title or the group (function) you represent on the team. A functional role is usually associated with your expertise and responsibility in the team context. While you are so much more than an employee ID, your functional role, in this context, is almost perfectly correlated with your position on the org chart.


Your team role is related to your responsibilities to the team itself and the work you need to do to support the team. Team roles should be more flexible than your functional role. A healthy team will rotate team roles.

Healthy teams or “good groups” have a:


  • task leader – focused on managing the work

  • social-emotional leader – focused the team’s humanity

  • information provider – focused on subject-matter expertise

  • tension reliever -focused on healthy levity or making sure the team doesn’t take itself too seriously

  • central negative – similar to a “devil’s advocate” and is focused on healthy challenges to ensure the team doesn’t fall into group think mode

From this perspective, team roles can and should be rotated, especially in teams that are together for more than one project. High performing teams can be seen as leaderless — team members competently rotate through roles. Leaderless groups should not be confused with leadership-less groups.


Trust Talk


Teams move at the speed of trust. Trust talk needs to be balanced to stay on target.

Trust talk builds the social-emotional bonds and understanding of the team. Similar to our needs to reduce uncertainty and manage expectations regarding tasks, individuals also need to know about the people they are working with.


Team’s move at the speed of trust, low-trust teams will spend more time documenting CYA type information. High trust teams can spend more time on the work and less time on the meta-work. Some basic things to help build trust are self-disclosure, being role flexible, helping with introductions when there are new team members, and recognizing individual differences and contributions.


Almost all tension in groups comes from elements related to trust and task-related items. By working to clarify roles and tasks, as well as the approach to meeting goals, the team will be able to reduce a great deal of tension. Check our tips to reduce tension in groups.



Team Talk


Team talk, which focuses on team identity and prided, is the fourth type of talk that needs to be balanced to maximize team outcomes.


Team talk is communication-related to the amount of pride team members have as being part of a team. Team talk is an extension of and contributes to the group consciousness or team identity. Healthy team talk builds the team up in a productive way that doesn’t fall prey to groupthink. Some ways to improve team talk include celebrating work-related skills (not demographic similarities). More diverse groups outperform homogeneous groups - make sure to focus on a diversity of backgrounds and perspectives when building your teams.




Conclusion

While teamwork may feel frustrating and difficult at times, it doesn’t have to be. I hope this framework helps you understand the dynamics at play in your team’s work and provides tools to help you maximize the positive team outcomes of productivity, quality, consensus, and satisfaction. And, ultimately, improve your UX team and research outcomes.


Contact Spark Consulting Group for more ways we can elevate the performance and outcomes of your team.






Spark Consulting Group, LLC.

136 S Dubuque St

Suite 2
Iowa City, Iowa 52240

319-322-8737
 

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