6 Conditions | The Science & Art of Great Teams

6 CONDITIONS PODCAST #004: THE 3 ESSENTIAL CONDITIONS: BUILDING A SOLID FOUNDATION

In this episode show hosts Drs. Ruth Wageman and Krister Lowe:

1. Discuss the Leadership Attribution Error
2. Introduce the 3 Essential Conditions of Team Effectiveness: Real Team, Compelling Purpose & Right People
3. Illustrations of working with teams around the 3 Essential Conditions
4. Resources for learning more

For show notes and more information go to https://6teamconditions.com/6tc-newpodcasts/

EPISODE #017: COLLECTIVE INTELLIGENCE IN TEAMS | SPECIAL GUESTS: DR. ANITA WILLIAMS WOOLEY AND PRANAV GUPTA

This episode is the first in a series inviting researchers onto the podcast to share their leading edge work that is advancing our understanding of teams and team effectiveness. In this episode show hosts Ruth Wageman and Krister Lowe interview Dr. Anita Williams Woolley and Pranav Gupta on the subject of collective intelligence in collaboration and teams. Anita Williams Wooley is an Associate Professor at Carnegie Mellon Tepper School of Business an organizational psychologist who studies collective intelligence and collaboration in groups and teams. Pranav Gupta is a PhD Student in Organizational Behavior at Carnegie Mellon whose research focuses on understanding the emergence of intelligent behavior in digitally-augmented teams.

Some themes explored in the episode include:

• Anita’s work with Richard Hackman on action-based research in the intelligence community following 9-11 that led to her interest in collective intelligence
• Pranav’s background building robots and software and the challenge of getting people to collaborate effectively and how this led to his interest in the “design of social systems.”
• Defining “collective intelligence”
• Team composition and collective intelligence: the role of “social perceptiveness” and “collaboration behaviors”
• Theory of mind in teams
• Diversity (gender, ethnic, cognitive, age) in teams and the role of coaching interventions
• Change in environments and adaptiveness in teams: trade offs in the functions of reasoning, attention and memory
• The role of team coaching and key task processes in fostering collective intelligence
• The role of technology and AI to augment team processes
• Is AI acting as a coach, manager, or team member in teams?
• The relative influence of composition and key task processes in collective intelligence
• Overcoming the lack of ideal composition in teams

Learn more about Anita and Pranav:

• https://www.linkedin.com/in/anita-williams-woolley-1443a84/
• anitawoolley.com
• https://www.linkedin.com/in/guptapranav1/ and
• pranavgupta.org

For More Information on the 6 Team Conditions: https://6teamconditions.com/

6 CONDITIONS #005: THE 3 ENABLING CONDITIONS - ACCELERATING A TEAM'S DEVELOPMENT INTO A BRILLIANT COLLABORATION

In this episode show hosts Drs. Ruth Wageman and Krister Lowe:

1. Explore how to accelerate a team's development.
2. Discuss developing healthy norms and work practices.
3. Outline the 3 Enabling Conditions: Sound Structure, Supportive Context, Team Coaching
4. Share illustrations of working with the 3 Enabling Conditions with real world teams.
5. Identify learning resources for further study.

For show notes and more information go to https://6teamconditions.com/

6 Conditions Podcast | Episode #012 | Dr. David Tate: Applying the 6 Conditions and Team Diagnostic Survey in Private Equity

This episode kicks off a series of episodes that will feature the perspectives of certified practitioners who have applied the 6 Team Conditions framework and Team Diagnostic Survey with real world teams. Dr. David Tate joins Ruth Wageman and Krister Lowe for an examination of an applied case involving 13 top teams in the private equity sector. Dr. Tate is an Assistant Clinical Professor at the Yale University School of Medicine as well as a lecturer in the Yale University School of Management. He is also the Founder and a Principal at the Tate Consulting Group. David and his team have deep experience in the areas of Executive Coaching & Leadership Development; Family Business Consulting; Organizational Development and Strategic Planning. You can learn more about David at: https://www.linkedin.com/in/david-tate-780683/ and www.Tate-Consulting.com

Some themes covered in the episode include:

1) David’s journey in the area of team development including his foray into the 6 Team Conditions and Team Diagnostic Survey;

2) Forming a small team of team coaches to assess the team effectiveness of 13 teams in a private equity firm’s investment portfolio;

3) The business case for the initiative;

4) Challenges faced in the overall engagement as well as within the intervention team;

5) Generating buy-in among the CEO’s and top teams in the portfolio for the engagement;

6) The arc and phases of the engagement;

7) Analyzing patterns across the 13 teams using the Team Diagnostic Survey;

8) Special challenges of top teams in private equity backed firms;

9) Key lessons learned and insights for fostering team effectiveness in private equity settings.

10) David’s forthcoming book “Conscious Accountability.”

Watch this and other episodes of the 6 Conditions Podcast at https://6teamconditions.com/6tc-newpodcasts/ as well as on iTunes, Spotify, TuneIn, Stitcher Radio, Google Play Music, YouTube and other podcast platforms.

6 CONDITIONS PODCAST #013: TIJANA MCKENZIE & SATHI BANERJEE, ROYAL DUTCH SHELL: AN ENTERPRISE PERSPECTIVE ON HOW TEAM EFFECTIVENESS DRIVES BUSINESS OUTCOMES

This episode is the 2nd in a 6-part series focusing on practitioner perspectives on applying the 6 Conditions Framework and Team Diagnostic Survey in organizations. In this episode Tijana McKenzie (Leadership and Organisational Development Consultant, Executive Coach, Diversity & Inclusion Champion) & Sathi Banerjee (Leadership Assessment Lead) from Royal Dutch Shell join Ruth and Krister to discuss how a large energy company is approaching team effectiveness including the role of the 6 Team Conditions framework and Team Diagnostic Survey. Research linking Team Diagnostic Survey data and business outcomes such as employee engagement, operational excellence, safety, people development, learning orientation, and psychological safety are explored.

Some themes covered in the episode include:

• Covid19 Fatigue, Wellness, Prioritization
• The conditions that unleash team talent
• Demand for and drivers of team effectiveness at Shell
• Linking 6 Conditions and Team Diagnostic Survey data to business outcomes
• Building the data analytics findings into the team effectiveness offerings
• The struggles and journey towards team effectiveness
• The journey of team development practitioners
• Shout out to Jorrit Van Der Togt, Executive Vice President Shell Downstream HR

-------------------------------------------------------- Disclaimer: Definitions & Cautionary Note:

The companies in which Royal Dutch Shell plc directly and indirectly owns investments are separate legal entities. In this 6 Conditions Podcast “Shell”, “Shell Group” and “Royal Dutch Shell” are sometimes used for convenience where references are made to Royal Dutch Shell plc and its subsidiaries in general. Likewise, the words “we”, “us” and “our” are also used to refer to Royal Dutch Shell plc and its subsidiaries in general or to those who work for them. These terms are also used where no useful purpose is served by identifying the particular entity or entities. ‘‘Subsidiaries’’, “Shell subsidiaries” and “Shell companies” as used in this 6 Conditions Podcast refer to entities over which Royal Dutch Shell plc either directly or indirectly has control. Entities and unincorporated arrangements over which Shell has joint control are generally referred to as “joint ventures” and “joint operations”, respectively. Entities over which Shell has significant influence but neither control nor joint control are referred to as “associates”. The term “Shell interest” is used for convenience to indicate the direct and/or indirect ownership interest held by Shell in an entity or unincorporated joint arrangement, after exclusion of all third-party interest. This 6 Conditions Podcast contains forward-looking statements (within the meaning of the U.S. Private Securities Litigation Reform Act of 1995) concerning the financial condition, results of operations and businesses of Royal Dutch Shell. All statements other than statements of historical fact are, or may be deemed to be, forward-looking statements. Forward-looking statements are statements of future expectations that are based on management’s current expectations and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or implied in these statements. Forward-looking statements include, among other things, statements concerning the potential exposure of Royal Dutch Shell to market risks and statements expressing management’s expectations, beliefs, estimates, forecasts, projections and assumptions. These forward-looking statements are identified by their use of terms and phrases such as “aim”, “ambition”, ‘‘anticipate’’, ‘‘believe’’, ‘‘could’’, ‘‘estimate’’, ‘‘expect’’, ‘‘goals’’, ‘‘intend’’, ‘‘may’’, ‘‘objectives’’, ‘‘outlook’’, ‘‘plan’’, ‘‘probably’’, ‘‘project’’, ‘‘risks’’, “schedule”, ‘‘seek’’, ‘‘should’’, ‘‘target’’, ‘‘will’’ and similar terms and phrases. There are a number of factors that could affect the future operations of Royal Dutch Shell and could cause those results to differ materially from those expressed in the forward-looking statements included in this 6 Conditions Podcast, including (without limitation): (a) price fluctuations in crude oil and natural gas; (b) changes in demand for Shell’s products; (c) currency fluctuations; (d) drilling and production results; (e) reserves estimates; (f) loss of market share and industry competition; (g) environmental and physical risks; (h) risks associated with the identification of suitable potential acquisition properties and targets, and successful negotiation and completion of such transactions; (i) the risk of doing business in developing countries and countries subject to inte...