The 7 Habits of Highly Effective People The 7 Habits of Highly Effective People , COPYRIGHT, 1989 by Covey, Stephen R
WORKING IN TEAMS
Bruce Tuckman’s research identifies 4 stages of team development:
Forming: Introductions, group goals, ground rules, initial discussions about the problem.
Storming: Chaos. Lots of talking, little listening, no shared vision, little progress. Disagreements will occur – encourage constructive controversy. Don’t get personal
Norming: Team gels, a shared vision is created. Tasks mapped to timetable. Good communications ensue.
Performing: Progress is seen on project objectives, creative brainstorming develops, ideas (rather than personal agendas) are debated. The team takes pride in its work and output.
Your past experience, biggest problem working as a team.......
Top Ten – Group Problems Taken from: Scholtes, Peter R., The Team Handbook , Joiner Associates, Inc., Madison, WI. 1988 Problem How to minimise 1.Floundering Make sure the mission is clear and everyone understands what is needed to move forward 2.Overbearing experts Have an agreement among the team members that there are no sacred cows and that all team members have the right to explore all areas 3.Dominating Participants List ‘balance of participation’ as a goal and evaluate regularly. Practice ‘gate keeping’ to limit dominant participation 4.Reluctant Participants Ask opinions of quiet members and encourage by validation. Require individual assignments and reports
Top Ten – Group Problems Taken from: Scholtes, Peter R., The Team Handbook , Joiner Associates, Inc., Madison, WI. 1988 Problem How to minimise 5.Unquestioned acceptance of opinion Ask for supporting data and reasoning. Accept and encourage conflicting ideas 6.Rush to accomplishment Confront those doing the rushing and remind them not to compromise the best solution. Make sure a consensus is reached 7.Attribution of motives to others Reaffirm agreement that the group sticks to the scientific approach. Ask for confirmation of data. 8.Discounting or ignoring a group members statement Provide training in effective listening. Support the discounted person. Talk off line with anyone who continually discounts other team members
Top Ten – Group Problems Taken from: Scholtes, Peter R., The Team Handbook , Joiner Associates, Inc., Madison, WI. 1988 Problem How to minimise 9.Wanderlust: digression and tangents Follow an agenda with time estimates, Keep the topics in full view of the team and direct the conversation back to the topic 10.Feuding team members Focus on ideas, not personalities. Get adversaries to discuss issues off-line or get them to agree to a standard of behaviour during meetings
Collect and analyse information
Write down everything you can think of to
describe the problem.
Determine which information you have and which is missing.
Make a simple sketch of the situation.
Tabulate or graph available data
Talk to people
Find out who knows about the problem and ask questions:
Look beyond the obvious
When and how the problem occurred
Ask for clarification
Challenge explanations as to the cause (suspend judgement)
Separate facts from opinion
View the problem firsthand
Talking to people alone is not as good as witnessing something for yourself
Or try to recreate the problem if seeing the problem firsthand is not possible
Confirm key findings
Verify the information you’ve collected
Confirm all important pieces of information
Search for biases or miss-representation of facts
Challenge assumptions and assertions
Continue to gather information throughout the problem-solving process
Read any and all literature around the subject
Learn about the underlying principles and any peripheral concepts
Maybe the problem’s been solved before?
“ 4 - 5 weeks in the lab can save you an hour in the library” – George Quarderer, Dow Chemical Co.