Interpersonal Relationship and team strategy (3) (Piko tearful sorting)

Project team organization model After understanding the roles of the Team, let's take a look at the entire team's organizational model. If we work by one person, we can work as we wish, but when we need to work with two or more people, what should we do, what we do is something we have to consider. We will introduce several common team models. Traditional Mode The traditional model is a hierarchical team. The simplest and safest method is also the most reliable. When many people participate in the work, the most traditional method is to let some people who have a deep understanding of the industry take responsibility and let them become managers. A manager is responsible for guiding and supervising others' work. This structure is gradually extended to form a traditional pyramid structure based on hierarchical authorization. Theoretically, the efficiency of this team model is amazing. The key to this kind of structure management lies in the control at all levels. Managers make decisions and subordinates are responsible for implementation. subordinates show absolute loyalty and accept the leadership of their superiors. Each person performs his/her duties and does his/her best to put the interests of the company, department, or project team at the top. If an emergency occurs, you only need to find the specific owner. The upper-level leaders can make decisions at any time based on their own ideas, without consulting or discussion. Applicable This traditional hierarchical model can make the organization run well. In the industry, many companies and countless software projects are organized according to this model and have also achieved success. This traditional model is applied to software projects or project teams. If applications are applied to tactical projects, they will achieve maximum efficiency. The so-called tactical project refers to the business areas involved in the project. The scope of work and variable factors of the project are all familiar to the team and can be controlled by the team. For tactical projects. At this time, the focus of the team is: The work is reasonably broken down and properly allocated to each team member. The members receive clear guidance from the project leaders and managers, and perform the work according to the recommended method. Defects The first defect of the traditional model is that all things are transferred by the will of leaders at the above layer. Leaders can make a good decision or make a bad decision. If a leader's response is too slow or too out of reality, the entire pyramid will collapse. Such a team organization is not suitable for everyone. To adapt to this environment, those who are loyal, obedient, and diligent. They will focus on programming and actively respond to leaders' instructions. However, if you like to work independently and resist constraints, you will face great problems. Individuals with strong independence and traditional hierarchical organizations are not at all. This traditional team model may resist changes. For such teams, most of them are efficient and productive, but they cannot be changed. In other words, their changes are often based on progressive improvements in the original technology, rather than revolutionary changes. Another major problem with the traditional team model is that the middle layer is too intensive, which not only consumes a lot of money, but also greatly reduces the response speed of the Organization. Chaotic Mode Chaotic mode, breakthrough team. If a team wants to explore unknown technical fields and make some breakthroughs in this field, it may be better to organize the project team in an independent way, we call it a breakthrough team. Different decisions of breakthrough teams are not made by senior leaders, but by those who are facing the problem and want to solve the problem independently. In this way, decision makers can be closer to facts, it is more conducive to solving the problem. Traditional mode vs chaotic mode in fact, the key factor for breaking through the innovative mode is to completely break the old framework of the traditional hierarchical model. In the old model, stability is the top priority, while in the new model, instability is promoted, which is also the source power to reject blind access. In the old model, the interests of the community and the collective are the first, while in the new way, individuals express their thoughts and take corresponding actions independently. Applicable This organizational model can be easily found in small high-tech enterprises, newly started enterprises, and R & D departments of large enterprises. From the perspective of project scale, some large projects require innovation, but they are not suitable for breakthrough teams. Such as aerospace software, the reason is obvious. Breakthrough teams are most suitable for projects that are small in size, simple in form, and do not require close communication. Defects Breakthrough teams should use as few constraints as possible to control such creative capabilities to avoid losing control. A breakthrough team is not properly guided and prone to disorderly competition. Team members are out of control and become a collapsed team. The idea of each member of the breakthrough team is a new solution, but obviously not all ideas are the most efficient. The work of breakthrough teams must have such a process of free creation and continuous experimentation. Even if the method is ineffective or failed, it can be considered as an important part of team learning and progress. In this way, the creativity of breakthrough teams is expensive and requires certain risks. Open example Open example, problem solving team. Some organizations have not chosen either change or stability. The way they work is officially named "Open example". It is a work model based on cooperation and communication in equality and can gain greater adaptability. If our task today is to design an independent program, we can work separately. Tomorrow, if we have to come up with a common interface, we will work together; if everyone has some opinions on the database architecture, let's have a meeting to discuss this issue. Applicable The Problem Solving Team is particularly outstanding when encountering complicated problems because they have discussed and solved the problem together, especially in the case of a large amount of information exchange and verification. In fact, the wider the problem involves and the more complicated the information involved, the more obvious the superiority of the problem-solving team. Defects However, this adaptable problem-solving team will also have many problems. Some may waste a lot of time in the discussion. When the discussion originally scheduled for one hour was not completed on time, they were prepared to spend more time continuing the discussion. We need to weaken this problem in the problem-solving team. For example, if we fail to make a decision within the specified time, we should put the problem aside; or follow a default method; or put the problem in the manager's hands, and it is up to him to decide. Synchronization example Synchronization example. With such a team, there is no leader in the team, and there is little talk between members. What they do is to start their work, and then maintain efficient work in a near-perfect atmosphere until the work is completed. Eutopia means a "beautiful place". We call this organizational model an eutopia team. You can understand the tasks and methods required by the task team. This may be an example: the President of a hospital may open a meeting in the meeting room. Suddenly, the big meeting table in the room fell down, and it happened to press on her feet, making him unable to move. Immediately, everyone is taking action. The two men raised the table and asked her to take out her legs. At the same time, one person dragged her from behind her. The other person called to make an appointment with X-ray and another person rushed to the hall to find a wheelchair. No one is in charge of this team, and no discussion is required throughout the process. Everyone has a clear purpose. Applicable Although it is not common to keep the entire team synchronized for a long time, many teams still implement this cooperation to some extent in the short term regardless of the size of the team. A small amount of synchronization is beneficial even for Teams mainly built based on other models. Tacit cooperation can reduce any form of strict control, but also help to exert personal abilities and reduce mutual interference. Defects The disadvantage of the excellent support team is that since the members of the team are used to less or less communication, they may not know how to communicate over time. When the market environment or potential technology changes dramatically, their reflection on the changes may not be able to catch up with those breakthrough teams or problem solving teams. The worst case is that they still follow their old path and forget the changes in the world around them. Summary Next, we will summarize the team model. hierarchical and structural teams collaborate through hierarchical authorization. Breakthrough teams rely on individual originality, while Problem Solving teams rely on collaborative communication. The Support Team relies on cooperation. No team can develop all software projects. Some teams are more suitable for the development tasks of conventional software, some teams are better at handling complex application development, and some teams are good at exploring new situations. To some extent, this depends on the way the team organizes and coordinates. Adapt to local conditions We already know all the types, but unfortunately, in actual work, it is hard to find a project that truly matches the model. Our projects are neither unprecedented nor completely mature. The problems are complex and multidimensional. No team model can be modified and used directly in actual software projects. It must be modified to a large extent before it can be used in the software industry. External interpersonal relationships of the team No team works independently. The team needs to manage their external boundaries, protect their own interests, and establish a bridge to communicate with the outside. We have been discussing the internal model of the team. Now we want to see how the external policies of the team affect the performance of the team. The team will communicate with the outside world in the following three aspects: power structure, task structure, and information structure. We can regard the power structure as vertical distribution. Few teams can really work efficiently without learning how to deal with the upper layer. For the team, the key strategy is to obtain and ensure support from the Organization's leadership. The task structure can be regarded as a horizontal distribution. It is a team management work that is dependent on other units in the organization. A good coordinator can negotiate with other teams, trade services or resources, and maximize the interests of his team. the information structure is a larger range of horizontal connections. The contacts here include: investigation and research, information required to collect successful projects, and sharing specific data with other teams. Four external types In this way, like multiple internal teams, external team policies can also be divided into multiple types. There are four main types, which we can refer to as politicians, researchers, isolated, and multi-faceted. A politician-type team attaches special importance to vertical work. Their work center is to maintain a good relationship with the Organization's senior leadership. Investigator teams focus on information tracking and collection. Isolated teams should try their best to keep the team relatively independent and strictly protect and control the boundaries of the team. These three types of teams are not doing well when dealing with power, tasks, and information issues at the same time. However, the versatile teams can do well. They have to be fully involved in the information network, maintain good collaboration with other teams, and obtain policy-based connections and protection from the power structure. Score From an early evaluation, managers tend to be the performance of politicians and multi-faceted teams, because these two types of teams are more likely to be recognized by the power structure. After a long period of observation, things have changed significantly. The versatile team became the final winner because of their diversified external contacts.