Team Dynamix 1: Stages
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Crash course look at team dynamics as applied to the context of small creative teams, part 1 of 4
![*exercise: team portrait*
“my team is a [insert metaphor here]”](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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Team Dynamix 1: Stages
- 2. *exercise: team portrait* “my team is a [insert metaphor here]”
- 3. Tuckman’s
- 4. FORMING
- 7. team values
- 11. vision
- 13. team identity
- 15. FORMING STAGE 1. Team identity Who are we & what do we value? 2. Working Agreements How do we agree to work together and how do we handle it when someone departs from these norms? 3. Vision What are we making and who are we making it for?
- 16. STORMING
- 18. acting out
- 19. avoidance
- 20. conflict styles
- 21. *tool: hidden positive intention*
- 22. boundaries
- 25. remember it’s a stage
- 26. STORMING STAGE 1. Differentiation What is each team member’s unique contribution? 2. Acting Out & Boundary Testing How do we handle shadow behavior in this team? 3. Conflict How can we fight constructively?
- 28. goal: flow
- 30. take it ALL to the team
- 31. quality
- 33. NORMING - PERFORMING STAGES 1. Flow What processes and conditions work best for the work to flow easily through the team? 2. High Performance What processes and conditions work best for each individual to perform optimally & as a group? 3. Quality How do we ongoingly reflect and improve outcomes?
- 34. Tools you can use 1. Warm Ups & Play to help form bonds 2. Working Agreements to create conscious rules 3. Product Vision to generate understanding and buy-in 4. Team Brand to strengthen group identity 5. Hidden Positive Intention to understand acting out 6. Boundaries to address problem behaviors
- 35. establish rituals to minimize uncertainty
- 36. what stage might your team be in?
Editor's Notes
- Intro round – who are you, how big is your team, and how long have you been working with them Take what you like & leave the rest What’s said here stays here Background 5. QUESTIONS PARKING LOT
- Draw a quick portrait of your team, using a phrase, “my team is a” coupled with a metaphor -Such as, my team is a circus troupe, people might think we’re a bit crazy but we put on a good show -My team is a temperate rainforest, with big tall trees protecting the forest floor
- tuckmans
- -what is a team? a group with a purpose -adding a bunch of elements into a crucible -conscious formation helps -becoming aware of everything that is required, what kind of team will help me achieve this – what skills sets needed, how will they work together -can’t control everything, but having conscious intention is good
- -bond into the right shape -apply the right forces -get elements to bond into the right substance
- -team events -icebreakers -fun -not too deep -dry rather than wet -respect shyness & the natural boundaries Outcome should be: BASIC TRUST
- Play constellation USE Moving Motivators
- Look at: WORKING AGREEMENTS TEMPLATE (SIMPLE) -saves you time & sanity later -generate these thoroughly -don’t put anything down that they aren’t willing to enforce -how we will we enforce these rules (what are the consequences) -how will we revise them -write it down & visualize it -take it to the team -rules of the road -wet cement -lay down the path, the direction, the dos & don’ts -they will be tested & revisited later, can be adapted, but will always be imprinted by what you do now
- Using cards, write down, I don’t like – Now flip it over, I do like – (write down the opposite of it) Add five more of things you do like that are unrelated to the others HANDOUT: WORKING AGREEMENTS TEMPLATE Logistics attitudinal/behavioral
- CPS – for [players] who have [x,y,z problem/desire/drive], our game provides [solution/experience] -Get everyone involved into the problem you are trying to solve -everyone into skin & feelings of customer, using empathy mapping -involve people in the pretotyping customer interviews as well as prototype user tests -help them see & understand how your game idea solves that problem, air it & share it -more buy-in when your team understands what problem your solution solves -tell a story, use future-tense, all imagining & visioning what could be WHO’S VISION IS IT ANYWAY? (tool)
- HANDOUT: VISION TEST FOR TEAM In a quiet round, have each team member fill this sheet out. Then compare. Is there a mutual understanding? Any vastly different visions? (Can also be used to help onboard a new person or radiate vision changes). For (describe player profile) Who (empathetically describe player needs, desires, drives, feelings, thoughts and motivators) This Game/Product provides (describe experience created by the game, and how it meets the needs of player) Through the following mechanisms (describe which features, mechanisms, etc accomplish the experience provided) Make the cereal box version of your product
- Exercise: who are we, who are we not (circle with inside & outside) – group activity Branding of the team, identification with the team itself and the product helps cohere Good exercise: make a team LOGO Make a team CREST Team T-shirt Team charter, manifesto
- Exercise: who are we, who are we not (circle with inside & outside) – group activity Branding of the team, identification with the team itself and the product helps cohere Good exercise: make a team LOGO Make a team CREST Team T-shirt Team charter, manifesto
- -what is differentiation? -fusion vs individuation -the step after commitment -a separate identity committed to the whole -enormously important psychologically for health and balance -differentiation of roles, skills, points of view, strengths & weaknesses, values
- -main energy that creates differentiation is conflict -if you don’t have conflict, you may have false harmony – there is no getting out of the conflict stage & it is important to experience it consciously -if you have no conflict, you may have no trust in your team
- Ask group: what is hard for leaders about conflict? -how you feel about conflict, as a leader -Power struggles -Self-esteem issues -Questions of authority – how do I respond to challenges to my self-esteem, my authority, my values -Get out of the way -Tolerate conflict -Set the vision again -be decisive & strong -don’t waffle -be open to hear their opinions, but make calls & move on -be the higher authority for them
- HANDOUT: Finding Hidden Positive Intentions In 2s
- HANDOUT: How to uphold a boundary 1. I noticed X 2. It is a problem for me/the team because of Y 3. What I would like is Z 4. What do you think? Stay open: Can you help me understand what happened? What do you think is a good way to solve this? When would you like to check whether or not this solution has worked? Tips Acknowledge openly & in a friendly, but direct way when an agreement has been broken without filling in the gap of discomfort, let them explain why mirror that you understand it, but share your problem with them – why is this rule-break a problem for me/the game/the team ask them what do you think we should do about it? – talk to the group about changing this working agreement? Commit to less next time? ask them how long they need to change this behavior – agree on how you will assess next time don’t take away their embarrassment, but if you are kind, open & willing to let it go, they will feel ok & move on DO: communicate, clearly and explain why the behavior is a problem DON’T: Harshly punish OR excuse them/understand it away (be an enabler) ----- Meeting Notes (5/8/14 16:15) ----- -get on the same side of the problem -brainstorm solutions -choose & implement one -assess
- HANDOUT: How to uphold a boundary Use situation from “finding pos intention” and then craft a boundary statement
- Mediations steps! -cool down -get on the same side of the problem (mutual definition of the problem) -together brainstorm solutions -together choose a solution -implement and follow up
- Help then understand what they are going through, and why Help them see the vision of what they will be in the future, once this storming is survived
- HANDOUT: VISION TEST FOR TEAM In a quiet round, have each team member fill this sheet out. Then compare. Is there a mutual understanding? Any vastly different visions? (Can also be used to help onboard a new person or radiate vision changes). For (describe player profile) Who (empathetically describe player needs, desires, drives, feelings, thoughts and motivators) This Game/Product provides (describe experience created by the game, and how it meets the needs of player) Through the following mechanisms (describe which features, mechanisms, etc accomplish the experience provided)
- The nice stuff, starting to get into a working groove
- This stage is about allowing the work to flow through the team Don’t interrupt, delegate away
- Wet rather than dry Up the emo risk factor Trust building exercises Sample exercises: constellation again (but deeper?) Do Meyers-Briggs tests
- like with a young adult coach them to learn, fail, etc, be replaceable
- Continuous Improvement (kaizen) Code review, pair programming, QA, retrospectives the HOW as well as the what Constantly ask the question of yourselves, as a team – are we as excellent & awesome as we could be? Inspire by looking at excellent things (games, movies etc), science Friday in the shooter team Talk about what excellence is to you – group definition within the whole Inattention to results looks like: Status & ego get in the way, Individual goals rather than team Stagnate & fail to grow Rarely defeat competitors Lose good staff Encourage people to fly solo (withdraw into their own objectives) Attentive to results team: Retain good staff High quality product Willingly make sacrifices for the good of the team (budget, turf, etc) -feel the pain when team fails to achieve its goals -share credit to each other (vs seek credit for self) Strategies: -address -public declaration of results -results based reviews
- HANDOUT: VISION TEST FOR TEAM In a quiet round, have each team member fill this sheet out. Then compare. Is there a mutual understanding? Any vastly different visions? (Can also be used to help onboard a new person or radiate vision changes). For (describe player profile) Who (empathetically describe player needs, desires, drives, feelings, thoughts and motivators) This Game/Product provides (describe experience created by the game, and how it meets the needs of player) Through the following mechanisms (describe which features, mechanisms, etc accomplish the experience provided)
- HANDOUT: VISION TEST FOR TEAM In a quiet round, have each team member fill this sheet out. Then compare. Is there a mutual understanding? Any vastly different visions? (Can also be used to help onboard a new person or radiate vision changes). For (describe player profile) Who (empathetically describe player needs, desires, drives, feelings, thoughts and motivators) This Game/Product provides (describe experience created by the game, and how it meets the needs of player) Through the following mechanisms (describe which features, mechanisms, etc accomplish the experience provided)
- Repetition is grounding Family dinner rituals Use mantras & slogans Build supportive structures Talk about it openly with the team You provide the frame, and they can grow against it If there is no frame, not enough of a container, they can’t grow Change means you need to strengthen the container, make it stable again
- Looking at your portrait – What stage do you think your team could be in Maybe your picture or your metaphor says it, or doesn’t