Teaming, Working Agreements, and Conflict

1. Teaming, Working Agreements, and Conflict Or how to successfully get things done in a group without killing each other.

2. 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.”

3. 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. Adapted from L. Bendalay, (2000) The Facilitation Skills Training Kit, McGraw-Hill Companies Inc.

4. 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.

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

6. 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. Task Orientated

7. Process Orientated Process Behaviors Include: • Consideration of the Team’s purpose. • Multiple perspectives. • Emphasis on the long term. • Exploration of ideas.

8. 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. Process Orientated

9. 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…

10. Team Agreements The #1 Rule: Each member of the team MUST agree to the guidelines. For example—if your team members want to add the guideline “everyone must be on time for meetings” and you know that you cannot uphold this commitment—do not say that you will. Instead, ask your team members if you can be flexible about meeting times.

11. 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.

12. Some Specific Guideline Examples • Listen to other’s 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.

13. 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 they’ll be). • Establish consequences for members who violate agreements.

14. 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.

15. Who are you? • The Silent Type • The Monopolizer • The Intimidator • The Nice Guy • The Unhappy Camper

16. 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.” • Don’t take it all on yourself. Picking up slack for other members leads to frustration, exhaustion and a reduction in quality of work.

17. Roleplay