Teaming, Working Agreements, and Conflict

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Teaming, Working Agreements, and Conflict

• Or how to successfully get things done in a group
  without killing each other.

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Why Teamwork?

• Team work is an effective (and sometimes the
  only) way to complete large projects.
• All sectors of professional life (business, lab,
  or academic) rely upon team work.
• No man (or woman) is an island.

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What is a Team?

• Has shared goals and reasons for working
  together.
• Has members that are interdependent.
• Has members that are committed to the success of
  the whole group and the idea of cooperation.
• Is accountable to its members and the larger
  community.

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Team Focus

• All teams must balance between the small details
  and the Big Picture.
• The split between the details and the big picture
  is referred to as the Task/Process orientation.

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Task Orientated

• Task Behaviors Include
• Attention to detail.
• Independent work.
• Focusing on the now.
• Closure.

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Task Orientated

• Pros
• Gets things done.
• Quick decisions.
• Efficient.
• Considers the fine points.

• Cons
• Can miss the big picture.
• Stifles creativity.
• Lack of communication.
• Lack of cohesion.

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Process Orientated

• Process Behaviors Include
• Consideration of the Teams purpose.
• Multiple perspectives.
• Emphasis on the long term.
• Exploration of ideas.

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Process Orientated

• Pros
• Encourages creativity.
• Explores ideas more deeply.
• Allows greater collaboration.
• Sets up and directs tasks.

• Cons
• Can overlook the little details.
• Problems getting things done.
• Time consuming.
• Can be inefficient.

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Coming to Consensus

• Teams must decide how much emphasis is placed on
  task and process.
• Team members must all be on the same page once
  these decisions are made.
• Team members must abide by those decisions and
  take responsibility for their actions.
• One way to do this

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Team Agreements

• The 1 Rule
• Each member of the team MUST agree to the
  guidelines. For exampleif your team members want
  to add the guideline everyone must be on time
  for meetings and you know that you cannot uphold
  this commitmentdo not say that you will.
  Instead, ask your team members if you can be
  flexible about meeting times.

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Team Agreements

• Develop a sense of shared responsibility
• Increase members awareness of their own behavior
• Empower the facilitator(s) to lead the group
  according to the agreements.
• Enhance the quality of the group process.
• Strike a balance between task and process.

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Some Specific Guideline Examples

• Listen to others points of view without
  prejudice.
• Show up on time, and if you cannot, contact the
  group.
• Be prepared for meetings.
• Be committed to ending on time (if possible).
• Attack a problem, not a person.

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Some Possible General Guidelines

• Determine ways that members will stay in contact
  (phone, email, meetings).
• Decide on decision making processes.
• Set timelines and deadlines (and how firm theyll
  be).
• Establish consequences for members who violate
  agreements.

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Conflicts and Consequences

• All groups encounter conflict.
• We think of conflict in negative terms shouting,
  arguing, aggressive and passive resistance.
• Conflict is often interaction between different
  personality types.

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Who are you?

• The Silent Type
• The Monopolizer
• The Intimidator
• The Nice Guy
• The Unhappy Camper

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Resolving Difference

• Take responsibility! Be open about problems with
  meeting guidelines, but be prepared to accept the
  consequences.
• Seek assistance from supervisors and/or
  instructors for problems that are too big.
• Dont take it all on yourself. Picking up slack
  for other members leads to frustration,
  exhaustion and a reduction in quality of work.

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Roleplay