Tensions in a Team

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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

  1. 1. Tensions  in  a  Team   2012   Dr  Cheryl  Doig  
  2. 2. 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  
  3. 3. Groups  are  different  to  ‘Teams’   because  .  .  .   Group  Model   Team  Model   Common  Interest   Core   Purpose  FOCUS:  Individual  goals     FOCUS:  mutual  and  individual  &  accountabiliHes      accountability  
  4. 4. Different  things  bother  different  people   in  different  ways  at  different  Hmes    
  5. 5. OUR  UNKNOWN  WORLD   THE  LENS  OF  INTERPRETATION   OUR  SENSED  WORLD   Stretch  beyond  the   What  was  actually  said?   current  sensed  world  to   gather  new  ideas   OUR  FILTERED  WORLD   Influenced  by…     Culture   What  happened?   Life   Experiences   OUR  INTERPRETED   Values   WORLD   EmoHonal   AssumpHons   DescripHon   A   response   Mental   Drawing   models   Religion   Inferences   conclusions   Observable  data   Beliefs   RelaHonship s   Other’s   behaviour   Evidence  ©  Cheryl  Doig  Think  Beyond  Ltd  2011  –  not  for  reproducHon   Adapted  from  the  work  of  Holt,  Atkin,  Argyris  &  Schon  
  6. 6. 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….  
  7. 7. 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      
  8. 8. 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.  
  9. 9. …or  what  about  …”I  fell  into  the  lifeboat  by  mistake…”  
  10. 10. Realise  Your  Team  is  Your  Customer  •  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    
  11. 11. 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?  
  12. 12. What do we know about high               performing teams?                                                                                                                  High                              Low  PosiHve:  NegaHve              6:1                                  1:3  Inquiry:  Advocacy              2:1                                1:20     Marcia  Losada  -­‐  High  performing  teams  research   12  
  13. 13. 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  
  14. 14. 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  
  15. 15. The  Development  of  Conflicts  OverAme   Energy and number of involved Big challenge Challenge Difficulty Disturbance Single More individuals Whole group Whole department individual Time Ongoing conversations Work with them Investigate with the Investigate with everyone to reach an Focus on outcome whole group Individual challenging Measures norms Challenging conversations Task and taken relationships are Work with the conversations Involve external support individual important directly or agencies
  16. 16. The  BeECON   Approach  •  Behaviour  •  Effect  •  Consequence  •  Open  it  up  •  NegoHate  
  17. 17. The  BeECON   Approach  •  Behaviour  •  Effect  •  Consequence  •  Open  it  up  •  NegoHate  
  18. 18. •  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.  
  19. 19. Life is curly. Dont try to straighten it out. -Susan Scott Fierce Conversations
  20. 20. Thanks  for  coming!!   www.thinkbeyond.co.nz    c.doig@thinkbeyond.co.nz    

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