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What are some of the tensions we find in teams and what can we do about this? These slides do not include the workshop materials but give some ideas for moving forward.
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Tensions in a Team
Dr Cheryl Doig 2012
Agreed norms our work together Take turns Build on ideas Suspend judgment Involve the whole group Work together Listen to understand Maintain confidences Respect differences Honesty Trustworthiness ObligaHon to declare – transparently and respecJully www.thinkbeyond.co.nz
Groups are different to ‘Teams’ because . . .
Common Interest
Group Model
FOCUS: Individual goals & accountabiliHes
Team Model
FOCUS: mutual and individual accountability
Core Purpose
Different things bother different people in different ways at different Hmes
THE LENS OF INTERP
RETA
TION
OUR FILTERED WORLD
OUR INTERPRETED WORLD
OUR SENSED WORLD OUR UNKNOWN WORLD
Influenced by…
Culture
Beliefs RelaHonships
Religion
Life Experiences
A AssumpHons
Inferences Drawing
conclusions
EmoHonal response
Values
What was actually said?
Evidence
Other’s behaviour
DescripHon
What happened?
Observable data
Stretch beyond the current sensed world to gather new ideas
Adapted from the work of Holt, Atkin, Argyris & Schon © Cheryl Doig Think Beyond Ltd 2011 – not for reproducHon
Mental models
Your conflict style
• Avoiding…maybe it will go away… • ConfronAng….my point of view is right • AccommodaAng…maintain the relaHonship • Compromising…give up some of yours and I’ll give up some of mine
• CollaboraAng…a posiHve challenge to both have goals met – relaHonships maintained, task sHll in place
It is also a cultural thing….
Tensions in a team… The flounderers
The Know-‐it-‐alls
The Yakkers
The Verbally Absent
The UnquesHoning Followers The Fast Finisher
The AssumpHon Makers
The Deaf Ears
The Digressor The Feuding Team Members
Find your tension buddy… • Same colour paper as you • Same tension eg
– 1. The Flounderers – One will have descripHon and causes – Another will have how the team leader can deal with flounderers
• When you find your partner read the two pieces and discuss. • Find the heading on the wall and sHck your sheet beside it. If you came
up with any other ways you have (or might) successfully deal with this tension note it on a post-‐it and add to the A3 sheet.
• Move around all the other tensions and skim read. Take more Hme with the ones that are most perHnent to your role as a leader.
• When you have finished take a dot (or more) and dot the A3 sheet that represents your biggest issue.
• If others are sHll compleHng this task, add any post-‐it ideas for any of the tensions…these will be added to the examples on the sheets and the summaries emailed to you.
…or what about …”I fell into the lifeboat by mistake…”
• How may I befer serve you? • Ask your team this and then follow through
e.g. Am I providing what you need right now? Am I being an obstacle or a help with this project? How can you best use me here?
Remember – you must follow through
Realise Your Team is Your Customer
The private victory
• What am I doing to contribute to this? • How did my behaviours and acHons move us closer to our goal? Move us further away?
• How will others have perceived this? • What assumpHons am I making? • What do I need to consider for the next stages of our change?
High Low PosiHve: NegaHve 6:1 1:3 Inquiry: Advocacy 2:1 1:20
Marcia Losada -‐ High performing teams research
12
What do we know about high performing teams?
Dynamical systems
• More data does not mean that predicHons will be any befer
• Everything influences everything else • Tiny events can create major disturbances • You don’t have to touch everyone to make a difference
From Bob Garmston
Have the conversa8on… 1: Guess my thinking… “So how do you think things are going?”
2: The Sandwich … “I liked this, whammo, I liked this” 3: Gentle as she goes…. “What a lovely conversaHon…what was it about again?”
4: Deciding the outcome… “This is what I’ll say, this is what I think, this is what will happen.”
5: Clufering the conversaHon “ And another thing…and…and…
6: The negator “It was great but…” 7: In for the kill “This is what’s going wrong” 8: Personal “You are so annoying…I can’t believe you did…”
www.thinkbeyond.co.nz Adapted from -‐Susan Scof -‐ Fierce Leadership
The Development of Conflicts OverAme Energy and number of involved
Time
Disturbance Difficulty
Challenge
Big challenge
Measures taken
Single individual Ongoing conversations Focus on norms Work with the individual directly
More individuals Work with them to reach an outcome Task and relationships are important
Whole group Investigate with the whole group Challenging conversations
Whole department Investigate with everyone Individual challenging conversations Involve external support or agencies
The BeECON Approach
• Behaviour • Effect • Consequence • Open it up • NegoHate
The BeECON Approach
• Behaviour • Effect • Consequence • Open it up • NegoHate
• A member of your staff is constantly late with reports that are important to your geong your job done. This holds up your report to the Principal/Board of Trustees. When you confront him he blames another staff member for creaHng the delay.
• A staff member is not meeHng the expectaHons for the team goals you have set. You have sat down and helped them once before but nothing has changed.
Life is curly. Don't try to
straighten it out.
-Susan Scott Fierce Conversations
