【Practical training project 3】

【Task object】

Help students to master the common types of teams, yak, crab, wild goose three kinds of teams, the new development of team types.

【Task content】

(1) 48 people in the class are divided into 6 groups.

(2) Team members are familiar with team types in practice.

【Task requirement】

(1) The training is conducted by the teacher.

(2) 48 people in the class are divided into 6 groups.

(3)  Group members discuss the common types of teams, such as yak, crab and wild goose, and the new development of team types.

(4) Assign one student in each group to record and summarize.

(5) After the activity, each group was asked to choose a representative to report the discussion in class.

(6) The preparation time is 10 minutes.

【Task organization】

Table1-5   Familiar with common types of team training task organization table

【Task evaluation】

Table1-6    Be familiar with common types of team training task evaluation form

"V" wild geese

Geese have a cooperative instinct and they fly in a V shape.The geese regularly change leaders as they fly, because the leader leads the way, helping to create a partial vacuum between the geese on either side.The scientists found that geese flew 12 percent further in this form than they did alone. 

Cooperation can produce a multiplier effect of one plus one.More than two-thirds of Nobel prizes are awarded for collaboration.In the first 25 years of the Nobel Prize, collaboration accounted for 41%; now it accounts for 80%. 

Division of Labour is becoming a way of working in the enterprise trend advocated by more and more managers, if we can get easy thing become simple, the simple things become very easy, we do things efficiency will multiply cooperation, is one of the key is simplified, specialization, standardization, the world is developing gradually to the simplification, specialization, standardization, Therefore, the way of cooperation has naturally become the product of this era. 

A whole composed of interrelated and interdependent parts, after optimized design, the function of the whole can be greater than the sum of the parts, resulting in the effect of 1+1>2.

Microsoft with a clear division of labor

Microsoft is known for creating a team culture.The use of project teams to develop computer software was pioneered by Microsoft.Microsoft's products are computer software, which is highly professional and requires knowledge accumulation and continuous innovation, and requires no mistakes.In this case, the company needs an equal and argumentative team culture instead of a harmonious and warm culture, which generates sparks of innovation in the exchange of ideas and creates the most unique and perfect products in the debate from different perspectives. This is the embodiment of the spirit of cooperation in the Microsoft product project team.The content and meaning of teamwork varies from organization to organization and is not uniform.

So how did Microsoft create this unique culture of teamwork?Here I want to emphasize the important role of company founders in building corporate culture.Everybody knows Bill.Gates was a computer fan since childhood, and very young to make money with computer knowledge consciousness.When he was in middle school, he spent all day in front of a computer and earned money programming for a school project.His obsession with computers led him to pursue only knowledge and truth, and to have no fear of authority.When he dropped out of Harvard to work for a computer company in New Mexico, no one dared talk back to the company's tech boss, but only the youngest Bill did.After he and Paul Allen founded Microsoft, the spirit of intellectual debate and challenging others' ideas was encouraged and developed, and he even required the people who reported to him and all project teams to be "willing to disagree".The famous "tripartite" structure of project teams is thus established: software designers, programmers, and testers poke at each other, and the more they poke at each other, the better the final product is likely to be.All members of the project team are equal, and the team leader has no special rights. He mainly plays the role of communication and coordination to solve task conflicts, personnel conflicts and time conflicts, so that everyone can cooperate happily and finish the product on time.Such unique team cooperation can be realized, and the company's grasp of several major links have a very close relationship.The first is the creation of the company culture (as mentioned earlier), and the second is the check of personnel recruitment.The tests Microsoft uses to recruit people are all about intelligence and creativity, and have become classics of IT recruiting.In other words, Microsoft hires people with a bit of Bill in them.A shadow of Gates himself: an obsessive passion for computer technology, an appreciation of the pleasures of the mind, and a frank disregard for authority.The third is the extremely clear division of labor and process design.Each team member has a clear idea of his or her responsibilities, the place and sequence of his or her work in the overall picture, and the timeline.As the division of labor is clear, and no one can be replaced by others, they respect each other and dare to put forward their own different opinions.Finally, everyone has a clear common goal: to get the product done on time and with high quality.

Highly integrated IKEA

Another successful company with a very different team profile from Microsoft is IKEA.Ikea is one of the most famous brands in the world, and the team culture it has created is unique and praised by others, which is also the key to its success.The company's teams are divided by furniture category, and one team is responsible for the work of the same furniture department (such as office furniture, kitchen supplies, carpets, sofas).Ikea is a Swedish company, and its culture reflects Swedish national culture to a large extent: equality, modesty, simplicity and modernity.Ikea's understated populist culture is reflected not only in the price of its furniture (but in the reliable, modern quality and style), but also in the personal style of the company's top leaders.Ikea's founder is said to be the richest man in the world (worth more than Bill. Gates), but he never make public, and wear simple, simple life.It is said that even disposable plastic cups are reluctant to be thrown away after drinking.Ikea's tagline: "You don't have to be rich, just smart."The team culture it creates has similar characteristics.And interestingly enough, in order to encourage a high degree of integration and collaboration among team members, the company doesn't give each employee a clear job description. Instead, they ask team members to discuss among themselves who is responsible for what, how the team should work most effectively, and so on, and then do so.The leader of the team has no special title, is equal to others, and mainly acts as a coordinator and communicator to straighten out the team and make it fun for everyone to work.

Such equality fuzzy team culture encountered considerable obstacles when it was first implemented in IKEA in the United States, because although American culture emphasizes equality, the degree of equality is not as thorough and extensive as Swedish culture.In addition, American culture is very precise. No matter the position or responsibility, they need to have a clear definition. Once they are vague, they will be at a loss.So, the turnover rate was high at the beginning.But the company saw it as an important part of ikea's core culture and stuck with it.In the process, local candidates gradually became familiar with ikea's culture, and the qualified people were hired, and the whole operation became more and more smooth.

Because ikea is a home furnishings store, each person's job content is not complicated, everyone can do the work of others, no one is irreplaceable (unlike Microsoft's team), so the team is the key management team members between each other and the tacit understanding, is to create positive and trust each other and team atmosphere.In this way, when anyone is too busy to come over, temporarily free people will take the initiative to help, catch a gap, so that customers get good and satisfactory service.Rewarding the group as a whole is the most effective way to encourage cooperation when members of the group agree that they like each other.Scaling this pattern up to the entire store creates the effect that the entire store is one large team.Ikea has set aside a specific day of the year to reward all employees. How?Divide the proceeds of all furniture sold on that day among each employee.As a result, store employees feel a strong sense of belonging to IKEA, seeing themselves as part of a larger family (many employees send their relatives and friends to work at IKEA) and work harder.This positive cycle makes the atmosphere of the company better and better.

Starbucks coffee that encourages collaboration

Starbucks coffee since 1987 in Seattle, a street cafe, development to today in 34 countries and regions of the world's 8300 coffee shop, in addition to its outside create its unique brand strategy, team construction is to maintain its vital to the quality of the brand, is also the competitiveness of the company can not be replaced.Starbucks advocates a team culture of equal and happy work (internal).Starbucks sees itself as a "third place," a place between home and work, so making customers feel relaxed, comfortable and happy is part of the company's vision.

Unlike most companies, Starbucks never stresses ROI (Return for Investment), but ROH (Return for Happiness).The logic goes: customers come back only when they are happy;Only when employees are happy can customers come back.And when both are happy, the company grows and the shareholders are happy.And team culture is the most important means for them to obtain ROH.So how did Starbucks create this egalitarian, happy work culture of teamwork?

First, leaders see themselves as ordinary people.Although they plan, arrange and manage, they do not see themselves as special and deserving of special rights from doing the work of ordinary employees.For example, the director of the international department of the company will work with the staff to make coffee, clean the cups and dishes, clean the store and even the toilets, even when he visits starbucks abroad. There is no shelf at all.

Second, each employee has a clear division of labor on the job, such as some dedicated to accept the customer's order, receipt, or head of the production of coffee, some special internal inventory management, and so on, but everyone to store all work required skills are trained, so while division is responsible for, and there is a strong and concept.That is to say, when a coffee maker is too busy, others will take the initiative to help relieve the tension if their own work is not too busy, without the attitude of "never mind the frost on others".Of course, this kind of team culture of both division of labor and separation is not achieved overnight, but the result of targeted strengthening training;

Third, encourage cooperation, reward cooperation, and train cooperative behavior.Everyone who works at Starbucks, no matter what country you're from, goes to Seattle [starbucks headquarters] for three months of training before the store opens.Of course, learning the skills of grinding and making coffee doesn't take three months. Most of the training time is devoted to fitting in employees and making them accept and practice an equal and happy team work culture.Due to the national cultural differences between various countries, sometimes there will be great obstacles in the implementation.For example, The culture of Japan and South Korea emphasizes hierarchy, and it is difficult to break the hierarchy and make everyone treat each other equally.The simplest example would be to call each other by their first names, because it's customary to use titles, and addressing each other without titles is a challenge for both the upper and lower levels.In order to practice the equal company culture and respect the local ethnic culture, the result was to solve the problem by giving each employee an English name.In addition, the company also designed a variety of interesting small gifts to reward employees for active cooperation, so that everyone always feel that cooperation is the core of the company culture, is highly recognized and valued by the company management.

The model of excellent team - wild goose

Geese are excellent air travelers.Whenever autumn and winter season, they from the hometown of Siberia area, in droves, vast fly to the south of China winter.The following spring, after a long journey, they return to Siberia to lay eggs and breed.

Wild geese fly very fast, they can fly 68 to 90 kilometers per hour, they have to fly thousands of kilometers for a month or two, and they go through a lot of hardships on each migration.But they go north in spring and south in autumn, and never fail to keep their promise.Wherever they breed and winter, they come and go very punctually.Ancient China has a lot of poetry to praise them, for example, "On the first day of August, the goose door opened, the swan goose flew south with frost.Lu You "jiji chicken habitat early, wind high oblique geese array";Wei Yingwu's "ten thousand people go south, three spring wild geese fly north."(Ode to Wild Geese in the South), "Meng Chun moon Swan goose in the North, Meng Qiu Moon Swan goose in the Spring and Autumn", Lu Shi Spring and Autumn, etc. 

Each flapping of a goose's wing creates an upward draft for its nearest follower, and with a V formation, the entire flock can increase its effective speed by 71 percent.

Enlightenment 1: everyone should be loyal to their own team, loyal to their own career, do their own work.If you didn't flap your wings and he didn't flap his wings, would the team still exist?

If a goose falls behind, it immediately senses the drag of flying on its own and quickly uses the upward force of the goose ahead to help it keep up with the flock.

Revelation 2: If we are as smart as geese, we will stay in the same group with our career goals, and are willing to accept assistance from others, and willing to help others.

If the leader goose gets tired, it drops into the group and another goose immediately takes the lead.

Sharing responsibility is important because we should respect and protect each person's unique talents, skills, energy, and resources.

If a goose is sick, two geese accompany it down to help and protect it.

If we have the same consciousness as geese, we will always stand by each other, no matter what difficulties we go through, always encourage and help our teammates!

The geese in the formation honk to the geese ahead to encourage each other and maintain speed.

Revelation 5: We have to make sure it's a cry of encouragement coming from behind us, not some other voice.Personal confidence and vitality come from the timely and sincere encouragement of the team.