How to create a Healthy Workplace
Getting people from different skill / expertise to form a cohesive unit
Introducing new members into a team: how to ensure this transition runs smoothly
Solving team conflict
Power struggles, politics and slackers
Tips and techniques for forming a team
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Team Building
1. Promoting
Healthy Workplace &
Enhancing Team Dynamics
2:15 Dec 6th, 2012
Infonex 1045 Whitehorse
Chris Hylton
800 449-5866 chris@hylton.ca
2. Agenda
2
How to create a Healthy Workplace
Getting people from different skill /
expertise to form a cohesive unit
Introducing new members into a team:
how to ensure this transition runs smoothly
Solving team conflict
Power struggles, politics and slackers
Tips and techniques for forming a team
CG Hylton Inc
3. This is your show
3
Do you have any workplace issues we
can try and solve for you in this
session?
CG Hylton Inc
4. What is an
4
“Employer of Choice”?
Any employer of any size in the public, private
or not-for-profit sector that attracts, optimizes
and retains top talent… because the
employees choose to be there
CG Hylton Inc
5. Which results in
5
Employees choosing to work or
continue to work for your
organization… even when presented
with other and more enticing
employment opportunities
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6. Does anyone know the top
6
reason people stay in a job?
CG Hylton Inc
7. Where does salary stack up?
7
When an employee is considering a job,
what do they look for?
Any ideas?
CG Hylton Inc
8. Where does salary stack up?
8
When an employee is considering a job, what do
they look for? 2003 data
1. Company policy
2. Company administration
3. Relationship with Supervisor
4. Working conditions
5. Salary
Source: August 2003 survey by the Society for Human Resource
Management (SHRM) and CareerJournal.com
CG Hylton Inc
9. Ipsos 2007 Survey
Top reason for staying in the job –
like the work, like the atmosphere
CG Hylton Inc 9
10. IPSOS 2007 Survey Top 5 reasons for
staying in a job
1. like the work
2. like the co-workers
3. like the company
4. learning a lot
5. salary satisfaction
CG Hylton Inc 10
11. Improving Morale in the
Workplace
Ipsos survey
Top reason for
staying in the job –
like the work, like the
atmosphere
CG Hylton Inc
11
12. First Break All the Rules
The Q12 Elements
Expectations Opinions count
Resources Mission
Do what I do best Co-workers
Recognition Best Friend
Care Feedback
Development Growth
Buckingham & Coffman, 1999
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12
13. Group Agreements
ALL IDEAS AND POINTS OF VIEW HAVE VALUE
13
You may hear something you do not agree with or you think is "silly"
or "wrong." Please remember that one of the goals of this meeting
is to share ideas. All ideas have value in this setting. Also share
YOUR ideas and thoughts and avoid editorials of another
colleague’s comments.
SAFE SPACE
What is shared and discussed with one another should “stay here”
– apart from ideas and solutions that will help your own work and
agency.
USE COMMON CONVERSATIONAL COURTESY
Please don't interrupt; use appropriate language, avoid third party/
side bar discussions, etc. CG Hylton Inc
14. Group Agreements
14 HUMOR IS WELCOME
BUT humor should never be at someone else's
expense.
CELL PHONE / TEXTING / E-MAIL COURTESY
Please turn cell phones, or any other communication
item with an on/off switch to “silent. If you need to
respond, kindly step outside
BE COMFORTABLE
Please feel free to take personal breaks as needed
ANY OTHERS AGREEMENTS TO ADD?
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15. What is a team?
15
Give an example of a teams you’ve worked in
What makes a team effective?
Please give an example
What makes a team ineffective?
Please give an example
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16. Types of Teams
16
Athletic
Winningis the ultimate goal
Everyone strives towards the gold medal
Two Man
Partnership
Consensus between two people
Like a marriage
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17. Types of Teams
17
Community
Group of individuals that share and collaborate
with one and another
Look to peers for support
Most successful in the workplace!!
CG Hylton Inc
18. 18
Any other teams you can
think of?
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19. Strengths of Teams
19
Use team member’s strengths,
expertise and resources
Member strengths may complement
others
Diverse perspectives
CG Hylton Inc
20. Getting people from different
skill / expertise to form a
20 cohesive unit
Any ideas?
CG Hylton Inc
21. Strengths of Teams
21
Have support when need it
Strength in numbers– when one or
members are fatigued another team
member can carry the torch
Others?
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22. Weaknesses of Teams
22
Team and team members may
punish, shun or exclude outliers
Group think–narrow focus and results
in uncritical analysis of options
Scapegoating: singling out a single
member to place blame
CG Hylton Inc
23. Weaknesses of Teams
23
Group Divisiveness: tendency for group to
lean towards extreme decisions
Peer pressure: agreeing to decision
because of what other members of group
want
Team members need to relinquish some
latitude and control over outcome and
process
CG Hylton Inc
Others?
24. Communication
24
Openly expressed ideas and
feelings
All involved in participation and
leadership
Resources of members are used to
the fullest
Important to continually
communicate so that everyone
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25. Communication
25
Team goals are mutually
developed and clearly understood
by entire group
Committed to achieving the goal
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26. Team Cohesiveness
26
Team cohesiveness and
effectiveness take time to develop
Drawn to a common goal and all are
in pursuit of that goal
The Railroad Model - a schematic
view of teams and their development
over time CG Hylton Inc
27. Introducing new members into a
team: how to ensure this
27
transition runs smoothly
CG Hylton Inc
28. Effective Teams
28
Have three core skills/activities:
1. Accomplishment of goals
2. Group maintenance
3. Develop and change to improve
effectiveness
CG Hylton Inc
29. 1. Accomplishment of Goals
29
What are goals?
Combination of members individual goals
The main point as to why the group formed
In a group make short term and long term goals
Short term goals
Writing, planning, parts of the project done by the end of
the week or end of the day
Long term goals
When to get major parts of the project done by
When the project should be done by
CG Hylton Inc
30. 2. Group Maintenance
30
Stop and check to make sure everyone is
understanding and doing okay
Help other team members who are struggling
to finish
Ask help when you need it, that’s what
teammates are for
CG Hylton Inc
31. 3. Develop and change to improve
31
effectiveness
If some things are not working then go back to
the drawing board!
Create a new action plan
Voice any issues that arise
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32. Efficient Teams
32
An efficient team will result in:
Reduced errors
Building of strong relationships
Promoting responsibility
Facilitate accomplishment of a task
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33. Decision Making
33
Decision By Authority
Efficient
when time is a crucial factor
Often not effective for lack of all member’s
involvement
Decision By Expert
Expertwill know more about the problem
Who is the expert?
Team members may have experience and
knowledge
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34. Decision Making
34
Decision By Majority Vote
Commonly used
Efficient
Decisions require commitment of all members
Voting results in divisions of winners and losers
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35. Decision Making
35
Decision By Consensus
Most effective
Everyone agrees with the decision
Requires each member to discuss opinions
Requires careful listening and effective
communication
Produces innovative and high quality decisions
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36. HIGH
36
Q Command Consultation
U
Majority Rule
A
L
I
Minority Rule
T Chance
Y Consensus
LOW HIGH
COMMITMENT
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38. Successful Teams
38
Conflict
Valued if managed constructively
Promotes awareness of problems
Encourages change
Increases motivation
Conflict Resolution
Reduces underlying tension
Promotes team unity
CG Hylton Inc
39. Giving Constructive Feedback
39
Use “I” messages not YOU
ones
Use the word confusion
Restrict your feedback to
things you know for certain.
Help people hear and accept
your compliments when giving
positive feedback.
CG Hylton Inc
40. Receiving Feedback
40
Listen carefully.
Ask questions for clarity.
Acknowledge the feedback.
Acknowledge the valid points.
Take time to sort out what you
heard. CG Hylton Inc
41. Team Conflict Resolution
41
Groups have to learn the requisite conflict-
resolution skills.
Disagreements are to be encouraged and
accepted as a natural consequence of a
dynamic, active organization.
Effective teams create a climate in which
people feel free to express their opinions
even when those opinions are at odds
with those of other team members.
CG Hylton Inc
42. ASPECTS OF CONFLICT CONSTRUCTIVE
Opens up issues of
DESTRUCTIVE importance to clarify
Diverts energy from more Results in the solution s
important activities and
Increases involvement of
issue.
individuals and internal
Destroys the morale of cohesiveness.
people or reinforces poor
Causes real communication
self- concepts.
to occur.
Polarizes differences in
Serves as a release for pent
values.
up emotion, anxiety and
Deepens differences in stress.
values.
Helps build cohesiveness
Produces irresponsible among people sharing the
and regrettable behavior conflict, celebrating in its
such as name calling and settlement, and learning
fighting. CG Hylton Inceach other.
about 42
43. Stage 1 Forming the team
43
Who is most important to starting the
team?
What makes a good leader?
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44. Team Roles - Leader
44
Encourages and maintains open communication
Leads by setting a good example
Motivates and inspires team members
Helps the team focus on the task
Facilitates problem solving and collaboration
Maintains healthy group dynamics
Encourages creativity and risk-taking
Recognizes and celebrates team member
contributions CG Hylton Inc
45. Other Team Member Roles
Initiator - Someone who suggests new ideas. One or more people can
45 have this role at a time.
Recorder - This person records whatever ideas a team member may
have. It is important that this person quote a team member
accurately and not "edit" or evaluate them.
Devil's Advocate/Skeptic - This is someone whose responsibility is to
look for potential flaws in an idea.
Optimist - This is someone who tries to maintain a positive frame of
mind and facilitates the search for solutions.
Timekeeper - Someone who tracks time spent on each portion of the
meeting.
Gate Keeper - This person works to ensure that each member gives
input on an issue. One strategy to do this is to ask everyone to
voice their opinion one at a time. Another is to cast votes.
Summarizer - Someone who summarizes a list of options.
CG Hylton Inc
46. Relevance to Teams (E/I)
46
Extraverts
Need to think aloud
Great explainers
May overwhelm others
Introverts
Need time to process
Great concentration
May not be heard
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47. Stage 2: STORMING
47
During the Storming stage team members:
realize that the task is more difficult than
they imagined
have fluctuations in attitude about chances
of success
may be resistant to the task
have poor collaboration
CG Hylton Inc
48. Storming Diagnosis
48
Do we have common goals and objectives?
Do we agree on roles and responsibilities?
Do our task, communication, and decision
systems work?
Do we have adequate interpersonal skills?
CG Hylton Inc
49. Stage 3: NORMING
49
During this stage members accept:
their team
team rules and procedures
their roles in the team
the individuality of fellow members
Team members realize that they are not going
to crash-and-burn and start helping each
other.
CG Hylton Inc
50. Behaviors
50
Competitive relationships become more
cooperative.
There is a willingness to confront issues
and solve problems.
Teams develop the ability to express
criticism constructively.
There is a sense of team spirit.
CG Hylton Inc
51. Stage 4: PERFORMING
51
Team members have:
gained insight into personal and team
processes
a better understanding of each other’s
strengths and weaknesses
gained the ability to prevent or work through
group conflict and resolve differences
developed a close attachment to the team
CG Hylton Inc
53. Acceptable Standards for Team
53
Member Behaviour
Norms and rules of behaviors that are
expected of group members are established
Punctuality
Work is done
Participation
Important that if members break the rules there
is corrective action / training
CG Hylton Inc
54. Establishing Acceptable Standards
54
for Behavior
NO BULLYING!
Bullying any co-worker on or off the workplace
is still an offense
Creates low self-esteem and toxic work
environment
CG Hylton Inc
55. What is bullying
55
Repeated over time, eg a pattern. A
single incident will generally not
amount to workplace bullying
Unwelcome and unsolicited
Offensive, intimidating, humiliating,
undermining or threatening by a
reasonable person
CG Hylton Inc
56. Common Forms of Bullying
56
Aggressive shouting,
banging, throwing
Huffing, stomping, taking
over
Exaggerating faults,
blaming, getting people
into trouble
Public humiliation, set up
others to fail
Inconsistent discipline,
arbitrary treatment
Gossip & rumour
CG Hylton Inc
57. Verbal Abuse
57
Put downs, humiliating jokes and comments, constant
teasing
Yelling, name calling, swearing, snide remarks, sarcasm
Unfair criticism
Negative comments about someone’s sexual orientation
Unwelcome comments about someone’s race, religion or
background
Threats and intimidation
CG Hylton Inc
58. Non verbal abuse
58
Rude gestures and disrespectful facial
expressions
Unfair workloads
Withholding of resources or information needed to
undertake work
Unnecessary changes in work patterns or
conditions
Denying access to rights or promotions
Isolation and exclusion
Stalking
Displaying offensive material
Leering
CG Hylton Inc
59. Physical Abuse
59
Unwelcome pranks, horse-play and practical
jokes
Invading personal space and stand over tactics
Uninvited touching or brushing against
someone
Pushing, shoving, hitting, tripping, spitting
Damage to personal property Inc
CG Hylton
60. Why People Use Bullying
Behaviours the past – habitual behavior
It has worked in
60
They have learned to deal with problems that
way
They fear change, guilt, personal responsibility,
their own incompetence, loss of some kind (job)
They don’t realize it is not acceptable
They wish to control others
They are unprepared to accept responsibility for
themselves
Lack skills to deal with conflict and
disagreement
They have witnessed others using bullying
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behaviours
61. Who can do the bullying?
61
Any examples please?
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62. Who does the bullying?
62
A manager or supervisor may bully a
subordinate
An
employee may bully another
employee or manager
A group of employees may gang up on
another employee or group
CG Hylton Inc
63. Who does the bullying?
63
Very rarely a customer or client may
bully an employee
Targets are most likely to be women,
young people and those in precarious
or insecure employment, such as
casual employees or sub-contractors
CG Hylton Inc
64. Who does the bullying?
64
Could there be bullying by
elected officials?
By Elders?
By government officials?
CG Hylton Inc
65. The Constant Critic
65
Bullying Behaviour:
Condescending, they are right,
everything you do is wrong,
rude
Bully’s Motivation: Insecurity or
arrogance
Your Goal: Mutual respect
Strategy: Be your own judge,
confront, acknowledge their
ideas, state yours,
depersonalize their remarks
CG Hylton Inc
66. The Two-Headed Snake
66
Bullying Behaviour: Two faced,
backstabbing
Bully’s Motivation: Power,
control, feedback
Your Goal: Limit their ability to
hurt you
Strategy: Depersonalize, build
your own reputation,
Confront them regarding their
behaviour
CG Hylton Inc
67. The Screaming Mimi
67
Bullying Behaviour: loud,
explosive temper
Bullying Motivation: Fear
and/or control
Your Goal: Dialogue
Strategy: Depersonalize
it, look at it from their
perspective, active
listening/summarizing
their point of view, being
assertive and having
them listen.
CG Hylton Inc
68. The Sarcastic Bee
68
Bullying Motivation:
Attention, power
Bully’s Behaviour: Sarcastic
and mean humour
Your Goal: Stop the
behaviour
Strategy: Depersonalize,
confront them “I understand
that you are not meaning to
be hurtful, but it feels that
way to me” or “ You pushed
that too far and I am
uncomfortable. It may be
funny to you, but it isn’t
funny to me ” CG Hylton Inc
69. Effective Workplace Strategies
69
Have a no-bullying policy and procedures in place
Communicate consequences for bullying at work to
employees
Provide bullying prevention training and information
to all employees
Ensure supervisors and employees have essential
people management, stress management and
communication skills
CG Hylton Inc
70. Effective Workplace Strategies
70
Set standards in a team: How will we be
respectful?
Take reports of bullying seriously
Investigate reports promptly
Respond to investigations in-line with their
planned procedures
Provide counselling, training and support to
bullies, targets and onlookers as needed
CG Hylton Inc
71. Individual Strategies
71
Tell the person to stop.
Confront the issue. Use problem solving to resolve
the issue
Report it to your Supervisor/Manager or HR Manager
Keep a record of: What happened, when it happened,
where it happened and who saw it.
Respect yourself and remember that you deserve to
be treated with respect.
Realize you are your own judge and determine what
you can learn from the situation
Show respect for others.
Be an advocate for respectful practices and treatment
of others
CG Hylton Inc
72. How to Confront an Issue
72
State your view of the situation
Describe what the action/ behaviour/ comment meant to you.
Use the word I feel.... Not you made me ....
Describe how it made you feel
Clearly and concisely state what you want
Try to understanding their point of view.
Invite them to tell you their point of view
Continue to honestly describe (avoiding blaming language)
your point of view and what you want.
State clearly that you will not allow them to use language that
is disrespectful.
Be prepared to stick to your “bottom line”
CG Hylton Inc
74. Why don’t people report
74
bullying?
Failto recognize it even though they
feel bad
Hold mistaken beliefs (it will go away)
Feelembarrassed (Don’t know how to
ask for help)
CG Hylton Inc
75. Why don’t people report
75
bullying?
Are afraid of retaliation
Are afraid of losing their job
Think no one will believe them (your
word against mine)
CG Hylton Inc
76. Why don’t people report
76
bullying
Cause the bully is a chameleon
Plays up to the bosses, treats the
equals or subordinates abusively
CG Hylton Inc
77. Anyone have any idea of what the
77
responsibility of the employer is?
CG Hylton Inc
78. Employer Duty
78
Create and maintain a safe
workplace for employees
Guaranteed under provincial
workplace safety regulations
Same with Federal laws
CG Hylton Inc
79. Is there more bullying in native or
79
non native organizations?
Discussion?
CG Hylton Inc
80. Some possible reasons
80
Residential schools
History of your self esteem being
eroded
Colonialism
Other ideas?
CG Hylton Inc
82. Bullying and Lateral Violence
82
Lateral violence is a term that describes "a
form of bullying that includes gossip, shaming
and blaming others, backstabbing and attempts
to socially isolate others" [1].
organised, harmful behaviours that we do to
each other collectively as part of an
oppressed group, within our families, within
our organisations and within our
communities".
CG Hylton Inc
83. Bullying and Lateral Violence
83
"Lateral violence is the expression of rage and
anger, fear and terror that can only be safely
vented upon those closest to us when we are
being oppressed." In other words, people who are
victims of a situation of dominance turn on each
other instead of confronting the system that
oppresses them.
Lateral violence is a worldwide occurrence with
all minorities and particularly Aboriginal peoples.
It is directed sideways ('lateral') meaning the
aggressors are your peers, often people in
powerless positions. It is your own (Aboriginal)
peers who bully you. CG Hylton Inc
84. Forms of Lateral Violence
84
nonverbal innuendo (raising eyebrows, face-
making),
bullying,
verbal affront (overt/covert, snide remarks, lack of
openness, abrupt responses, gossiping),
shaming,
undermining activities (turning away, not being
available, social exclusion),
withholding information,
sabotage (deliberately setting up a negative
situation), CG Hylton Inc
85. Forms of Lateral Violence
85
infighting (bickering, family feuds),
Scapegoating,
backstabbing (complaining to peers and not
confronting the individual),
failure to respect privacy,
broken confidences,
organizational conflict,
physical violence.
CG Hylton Inc
86. Thank you for the opportunity to
86
meet today!
Tel 800 449 5866
chris@hylton.ca
CG Hylton Inc
Editor's Notes
Aboriginal leaders, managers, and directors are faced with increasingly complex issues, accelerated change, and new ways of doing business. They are also finding new and creative ways to move beyond standard corporate models of governance to embrace culturally grounded models of Indigenous governance. This program will explore the structure and management of a governing body for maximum efficiency and effectiveness, with particular focus on building solid foundations for Indigenous good governance. You will come away with tools to strengthen your governance foundations, facilitate new processes, run more productive meetings, and be more effective in your decision-making.
Introducing new members into a team: how to ensure this transition runs smoothlySolving team conflictPower struggles, politics and slackersTips and techniques for forming a team
Solving team conflictPower struggles, politics and slackersTips and techniques for forming a team
Power struggles, politics and slackersTips and techniques for forming a team
Bullying behaviour can become reinforced and entrenched as the recipient becomes increasingly distressedSource: http://www.docstoc.com/docs/44077966/Preventing-and-Managing-Workplace-Bullying
Upward, downward, peer to peer
The truth is that women, as a sex, are akin to crabs. You can catch one crab, place it in a bucket, and soon it will claw its way out to freedom. But if you catch two crabs and place them in the bucket together, you are golden. Crabs, like women, do not allow one another to advance in life. All of the crabs may wish to escape the bucket, but at the same time, if they see one smart enough to be close to escape, they will reach up and pull the almost successful crab back down. They would rather wallow in sorrow together, than to watch one of their own succeed. Source: http://1conservativemomma.wordpress.com/2009/06/10/the-truth-about-why-they-hate-palin/