Teams Illustrate His Unsuccessful Tactics to Inspire

Teams Illustrate his unsuccessful tactics to inspire the team to greater heights. The Autodesk, Inc. And KlingStubbins-Tocci case study highlights several examples of both effective and ineffective tactics of team leadership and motivation. The team underwent four presentations before figuring out the most effective means of motivating not just group members but also the potential client. Several of the early proposals for the atrium design failed because of unsuccessful leadership and group motivation tactics.

A creative approach, initiated by Trey Klein of Autodesk, saved the architecture firm and landed them a lucrative and mutually beneficial contract. Bringing the owner or client to a "point of decision" is the ultimate goal of groups like Autodesk (Edmondson & Rashid, 2011, p. 2). In the "Integrated Project Delivery" phase, several successful tactics were used that reveal how unsuccessful the previous methods had been thus far. For example, previous projects were too far over budget, and frightened off the client and the owner.

The budget was $500,000, and finally, the Audodesk creative team understood how to put together a presentation that did not seem daunting or difficult to implement. Even at the start of the fourth meeting, an unmotivated colleague was at the helm and Autodesk responded that they "still could not justify the investment" because the floor opening had been designed too small (Edmondson & Rashid, 2011, p. 1).

One of the least successful tactics used was to rely on the two-dimensional drawings when the team obviously had at their disposal the power to make a perky, popping presentation using the Revit software modeling. The decision to put the two-dimensional drawings in the presentation was a foolish one and could have cost KlingStubbins-Tocci the contract. Another unsuccessful tactic was to maintain the communication hierarchies that existed within the architectural community.

Instead of allowing the contractors to speak with the owners directly, the architecture team consulted them only for input in the budgeting process. This was foolhardy and could have also cost the firm their contract. Moreover, the time it takes to consult with the contractors as well as draft the plans can take up to five weeks (Edmondson & Rashid, 2011, p. 1). 2. Create your own specific approach to managing this project. I would do as the intelligent and motivated Trey Klein of Autodesk did and buck the system.

I would have also initiated the file transfer during lunch, presenting the plans in a catchy way using the three-dimensional Revit model. This way, the atrium design seems so good that the team could not refuse. Ultimately, the Autodesk team even increased their budget and pushed back their deadline because of how motivated and enthusiastic they were. Team motivation depends on creativity and communication. I would also have included the contractors in the presentation because they have a direct link to the owner.

Contractor feedback can be immediate, and the owner does not feel like the firm is hiding anything. Moreover, the owner was less.