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(Shira)
Risks: our team took some risks when deciding whether to try and perfect the heart shape in our pumpkin or whether to leave it as is - when we decided to go for it to correct and improve the shape we were risking making it worse. As none of us had expertise in pumpkin carving, we trusted each other to try things and experiment, knowing that if we failed we would come up with another experiment to try.

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To what extent did the lack of communication throughout the activity hinder the establishment of psychological safety?
- Michael

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Instead of picking the team, I set conditions for people to come together and let the individuals form the team

-Randal

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Our leader solicited our ideas about the design rather than telling us what she thought we should do.
- Michael

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We all acknowledged that we don't know anything about pumpkin carving but we were eager to try it. Also a collective decision to interpret the meaning of hgse n pool ideas helped.

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The leader explicitly said that his role was over (as a leader) - so we were all equal and didn't look only for his approval. This really promoted

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(Shira)

This made me think differently about the framing of a challenge - as the expectations for pumpkin carving we’re ambiguous in some ways but clear on process, we were able to work together and learn from each other without focusing on a perfect outcome. This does however make me think that it’s easier when stakes are lower (pumpkin carving vs surgery). While we learned how to carve more and more as we went along, we had a fairly low threshold for perfection in our task.

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Would allocate different roles based on the requirements of task

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We carved the outline faster than we anticipated, so we decided to carve some new designs in the remaining time. We only briefly talked about what other designs we could do and thus had some risk in entering unplanned territory without being able to speak. But we had developed a good groove in carving before that, so it worked out well.
- Michael

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I selected my team based on personal friendships and knowledge of their excellent capabilities.

I think an additional fast factor that enables team performance and learning is willingness to admit failure and commit quickly to learn from it and engage in another course of action based on the information the learning produced.

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Fast factors to add: The task of showing the "spirit" of HGSE elicited different understanding of the word "spirit" (school spirit v. ghost spirit) - had made a decision about what definition would frame our design, the design process might have gone more quickly.

Leader moves: I asked a lot of questions to solicit input from the team. I affirmed their input (drawing out both possible designs) and brought their contributions into decisions for the team to make.

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Team listened to each others ideas. Discussed what would work for the task. Kept track of the time. Agreed quickly on what would work and each member assumed a role quickly instead of "shoulder shrugs".

Perhaps drawing extra things on in case there was time to cut more?? IDK

Trusting that another would be okay with the task given.
Trusting that each would be able to pick up the cutting where the other left off.

Fast factor to add: making each other feel confident, providing validation for the work.

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Please respond to 2 or more questions you find interesting. Feel free to respond to other posts.

*What did you notice about the group that promoted or inhibited your task and teamwork? How did this contribute to the speed at which your team adapted to the challenges?

*What would you change in your group process or culture, were you to redo the task?

*What, if any, risks do you feel that you and your team took during the activity?

*Did this activity make you think any differently about the Edmondson, Bohmer, & Pisano reading? Are there any "fast factors" you feel should be added in different group contexts?

*Leaders: How did you select the team members? What were your strategies as a leader? Would you do anything differently in your team selection or leadership process, were you to redo the task?

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Our leader, Randall, explicitly abdicated his leadership role once we started working, which equalized the feel of responsibility. I think we all came at this with an implicit goal of enjoyment - to have fun with the task as well as accomplish the goal/performance.