Think about the times you have acted as part of a team resolving some tough problem–even one not focused on analytics. How did you go about defining the problem and bringing the right people together to address it? How did you understand what skills team members possessed? You may have known some of the people and their experiences, but how did you determine depth of skills beyond that? How did you identify any gaps and what did you do about those gaps?
Return to this discussion and review how other people approached their team problems. Are there novel ways that people have mapped problems to the skills needed? As I have noted this week, this is where a leader can make the discussion smarter: by pointing out the relevant details of the problem, perhaps what what has been tried before, and the magnitude of the value involved, providing both needed details plus enthusiasm towards the effort. What do the ways that others have approached their problems tell you about the skills and knowledge leaders possess to improve performance?
In this discussion, I will be looking for evidence that you are able to relate the elements of team resource allocation discussed in the readings and begin forming your own ideas about team building in the organization. Your individual participation will be assessed according to the level of your engagement in the discussion space and your ability to translate and synthesize content from the readings and your peers.
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