Strategic Team Assessment Research (STAR)

MORF Consulting provides proprietary methodology and a research-based approach to organizational development. MORF’s Strategic Team Assessment and Research (STAR) uses organizational network analysis. MORF Consulting has an expertise in using network analysis to assess and address organizational development issues.

STAR measures what is actually going on in your organization. STAR takes an MRI of your organization and answers the questions: who is talking to whom, who isn’t talking to whom and why; who’s the bottleneck, who’s out of the loop, who is trusted and who isn’t. It identifies who energizes the team and who innovates together.

STAR provides objective, real-time analysis that takes the guess work out of team and organizational development.

STAR:

  • Heightens Innovation
  • Boosts Profitability
  • Predicts Problems
  • Reduces Costly Errors

 

 

 

Trust Must Be Earned

Trust is considered the backbone of distributed team interaction.  Without trust, teams are less willing to communicate, collaborate, or share core knowledge.  However, trust does not materialize automatically.  Trust must be earned through the network based on actions taken and observed by each individual.  This critical trust is built from reliance.  As individuals perform as expected and deliver on required work, trust is developed.  Organizations must facilitate this reliance and thus foster the development of trust.

Paul S. Chinowsky, PhD
Professor of Civil Systems
Dept. of Civil, Environmental and Architectural Engineering
University of Colorado

Geography May Be Closing Doors

An extension of the research underlying the STAR evaluation system is focusing on the impact of geography on the STAR areas of evaluation.  The studies are clearly showing that individuals in separate offices may communicate, but show a great hesitation to take the next step and share knowledge.  However, knowledge exchange within an office does not have the same barrier.  It appears that competition for profits among offices may be creating invisible boundaries to knowledge sharing.  Look for more results in the coming issues.  Until then, check your offices to make sure doors are not closing on knowledge exchange in your networks.

Paul S. Chinowsky, PhD
Professor of Civil Systems
Dept. of Civil, Environmental and Architectural Engineering
University of Colorado

The Two Faces of Trust

Co-workers who are trusted appear to have four common (but many divergent) characteristics – Attention to details, Follow through, Drive/Push, and Calmness.  It turns out, however, that those who are Driven and Attentive to details, do not always appear to trust others.  Their need to review other’s work to be “better safe than sorry” and to “ensure standards” can make others feel as if they are not trusted.  If this is you, make sure to review and demonstrate effective delegation strategies, which can at least superficially help address this phenomenon.

Jared D. Locke, Ph.D.
President, Carr & Associates

The Role of Skepticism in Trust and Communication

Twenty years of studying team success has shown me that team member skepticism plays a major role in terms of the team’s Communication and Trust.  Skeptics can analyze pitfalls, search for weak links, and focus energy on project weak points – a truly objective evaluation can lead to better project outcomes.  Focusing almost solely on what went wrong or could go wrong, however, weakens trust and shortens communication.  I suggest these strategies for maximizing success.  First, the team leader should create a healthy environment of open discussion.  Second, the team should schedule a start/stop point for critical analyses.  Third, new solutions should always be presented with criticism.

Jared D. Lock, Ph.D.
President, Carr & Associates

 

Dr. Paul Chinowsky

Dr. Paul S. Chinowsky provides the scientific research basis behind STAR  Research Analysis.  Dr. Chinowsky  is an associate professor in the Department of Civil, Environmental, and Architectural Engineering at the University of Colorado at Boulder and is currently conducting research in the area of high performance organizations in the architecture, engineering, and construction (AEC) industry. He is actively engaged in research including innovation in the engineering industry, the development of learning organizations, and the role of strategic management in organization success. Dr. Chinowsky has been extensively published in the area of organization management and consults with engineering companies to introduce the concepts of strategic management. Read More…

 

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