This document discusses the characteristics of high performing teams and addresses five dysfunctions that can undermine team performance: lack of trust, avoidance of conflict, lack of commitment, avoidance of accountability, and inattention to results. Exercises are provided to help teams build trust, have constructive conflict, make decisions, hold each other accountable, and identify their most significant dysfunction.
Task Force Ram Resiliency Training (Wrt) MasterKeith Andrews
Task Force Ram Resiliency Training. Giving to Soldiers Redeploying from Iraq of the subject of "Thriving through, not only surviving a combat deployment." Based on the Materials presented on warrior resiliency by Thomas Alan Jarrett, LCSW, DCSW.
The document discusses clean communication techniques for constructive conflict. It introduces the "dirty dozen" communication methods to avoid, such as ordering, warning, moralizing, and criticizing. It then presents an alternative "clean communication" method of stating facts non-judgmentally using "I" statements about feelings and desired outcomes. The document also covers the technique of empathetic reflection, which involves reflecting back the content and emotions of the other person through paraphrasing and checking for understanding, while communicating care. Exercises are provided to practice these clean communication and empathetic reflection skills.
The document discusses the key aspects of agile teams including the five dysfunctions of a team, embracing the spirit of agile, following an agile process, differentiating roles within the scrum framework, and how the product owner, coach, and team work together. It also mentions exercises focused on team performance and using kanban to visualize people topics.
The document outlines the stages of team development according to Tuckman's model: Forming, Storming, Norming, and Performing.
1) The Forming stage focuses on bonding, establishing team values, working agreements, and vision. Tools include team portraits, constellations, and product boxes.
2) The Storming stage involves differentiation, acting out, avoidance, and conflict as norms are challenged. Tools address hidden positive intentions and setting boundaries.
3) The Norming and Performing stages aim for flow, deep relationships, quality, and high performance through processes that allow work and optimal individual and group performance.
Task Force Ram Resiliency Training (Wrt) MasterKeith Andrews
Task Force Ram Resiliency Training. Giving to Soldiers Redeploying from Iraq of the subject of "Thriving through, not only surviving a combat deployment." Based on the Materials presented on warrior resiliency by Thomas Alan Jarrett, LCSW, DCSW.
The document discusses clean communication techniques for constructive conflict. It introduces the "dirty dozen" communication methods to avoid, such as ordering, warning, moralizing, and criticizing. It then presents an alternative "clean communication" method of stating facts non-judgmentally using "I" statements about feelings and desired outcomes. The document also covers the technique of empathetic reflection, which involves reflecting back the content and emotions of the other person through paraphrasing and checking for understanding, while communicating care. Exercises are provided to practice these clean communication and empathetic reflection skills.
The document discusses the key aspects of agile teams including the five dysfunctions of a team, embracing the spirit of agile, following an agile process, differentiating roles within the scrum framework, and how the product owner, coach, and team work together. It also mentions exercises focused on team performance and using kanban to visualize people topics.
The document outlines the stages of team development according to Tuckman's model: Forming, Storming, Norming, and Performing.
1) The Forming stage focuses on bonding, establishing team values, working agreements, and vision. Tools include team portraits, constellations, and product boxes.
2) The Storming stage involves differentiation, acting out, avoidance, and conflict as norms are challenged. Tools address hidden positive intentions and setting boundaries.
3) The Norming and Performing stages aim for flow, deep relationships, quality, and high performance through processes that allow work and optimal individual and group performance.
This document outlines an expressive arts therapy program for recovery using various art forms like dance, music, visual art, and drama. It is divided into 8 dimensions of recovery addressed through creative activities and group work. Dimension I focuses on building safety and community. Dimension II involves visualizing recovery goals. Dimension III uses storytelling and self-reflection. Later dimensions address accepting addiction, exploring spirituality, honesty and grief, learning recovery skills, and giving back to others. The program aims to strengthen participants' mental and emotional well-being through creative self-expression.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Guide to working with your own anger in a kind way, so as to receive the message it has for you while safely dispersing aggressive energy. Improves psychological balance and overall wellbeing, prepares you for constructive conflict and more harmonious relationships.
Cartoon guide to embracing your ego and his sidekick superego (aka the Inner Critic), so as to get along better with yourself. Apply for more inner peace and harmony, which spills over into work, creative and relationship life.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help boost feelings of calmness and well-being.
Planning change and Taking Action: 10 Steps to Turning Awesome Ideas into Rea...Holly Mae Haddock
Easy, playful process for planning a creative project or life change. Helps you build the bridge from "idea in your mind" to "concrete thing in the world"
Employee Support: In-House Coaching and How it WorksHolly Mae Haddock
Employee support provides in-house coaching for all employees to improve organizational, team, and individual health. The coach acts as a point of contact for advice and trends observed during coaching sessions. Coaching is confidential and focuses on career guidance, team performance, conflict resolution, and leadership. It aims to boost employee engagement, communication, and company performance through solution-focused individual and team sessions. Testimonials show it improves employee satisfaction by providing an outlet to discuss issues without judgment.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
This document outlines an expressive arts therapy program for recovery using various art forms like dance, music, visual art, and drama. It is divided into 8 dimensions of recovery addressed through creative activities and group work. Dimension I focuses on building safety and community. Dimension II involves visualizing recovery goals. Dimension III uses storytelling and self-reflection. Later dimensions address accepting addiction, exploring spirituality, honesty and grief, learning recovery skills, and giving back to others. The program aims to strengthen participants' mental and emotional well-being through creative self-expression.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Guide to working with your own anger in a kind way, so as to receive the message it has for you while safely dispersing aggressive energy. Improves psychological balance and overall wellbeing, prepares you for constructive conflict and more harmonious relationships.
Cartoon guide to embracing your ego and his sidekick superego (aka the Inner Critic), so as to get along better with yourself. Apply for more inner peace and harmony, which spills over into work, creative and relationship life.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help boost feelings of calmness and well-being.
Planning change and Taking Action: 10 Steps to Turning Awesome Ideas into Rea...Holly Mae Haddock
Easy, playful process for planning a creative project or life change. Helps you build the bridge from "idea in your mind" to "concrete thing in the world"
Employee Support: In-House Coaching and How it WorksHolly Mae Haddock
Employee support provides in-house coaching for all employees to improve organizational, team, and individual health. The coach acts as a point of contact for advice and trends observed during coaching sessions. Coaching is confidential and focuses on career guidance, team performance, conflict resolution, and leadership. It aims to boost employee engagement, communication, and company performance through solution-focused individual and team sessions. Testimonials show it improves employee satisfaction by providing an outlet to discuss issues without judgment.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
14. *exercise: if you had to choose
one, which dysfunction is most
likely a problem in your team?*
1. low trust
2. low conflict
3. low commitment
4. low accountability
5. low quality
Editor's Notes
Intro round – talking point: what stuck with you the most from last week – what did you find yourself thinking about, or applying in your work?
Reminder: what’s said here stays here
Reminder: questions are more important than answers, take what you like and leave the rest
Write out the opposites
Teams that are HIGHLY focused on their goals, and which achieve SUPERIOR BUSINESS RESULTS. They outperform similar teams and outperform expectations given their composition.
Exercise: read Marble Mash description
Write down ways to kill the marble mash team on post-its
In group round – put them up
Why does that kill the team? (insight & reflection)
Write out the opposites
These build on each other
http://slooowdown.wordpress.com/2011/10/08/a-summary-of-the-five-dysfunctions-of-a-team-by-patrick-lencioni/
A team with no trust will:
-conceal weaknesses & mistakes
-hesitate to give constructive feedback
-hesitate to offer help outside their area of expertise
-fail to tap into the skills of others in the team
A team with trust will:
-quickly & genuinely apologize when they say or do something that could damage team
-accept challenges from other members for the greater good of the team
-take risks in offering feedback & assistance
-ask for help & openly admit mistakes & weaknesses
How to encourage trust?
-time together (forming stage bonding!)
-address behaviors that demo lack of trust
-understand personal history
-Leader leads by example
Trust Chess
Instructions:
Divide in 3 groups. Team Fear, Team Trust and the Jury.
Moderator suggests setting: brainstorming a new feature, retrospective, sprint planning meeting, team event, etc.
It has to be relatively subtle and within the realms of “normal” Team Lead behavior. For example, no throwing chairs to induce fear, but rather something subtle like, I would ask them “Where did you go to school again?” Just after they submit an idea.
One team goes first, suggesting a Team Trust Building or a Team Fear Building response.
If the jury isn’t convinced this is good enough, to restore Team Fear or Team Trust, the team has to go again.
Example:
Setting is Brainstorming meeting
Team Fear goes first:
I would look at my watch whenever people were putting up their ideas on the board to give them the sense that they should rush and that their ideas are not so interesting.
Team Trust:
Assuming that has happened –
I would ask the guy looking at his watch – is there somewhere you need to be? To call it out.
Jury check: is that enough? Or more.
If more, Team Trust goes again:
I would say acknowledging, recognizing & positive things out loud – “that’s a great idea!”
Or, I would be transparent about my own anxiety about time – “I think I need a bit more time to brainstorm, this setting doesn’t feel right for me”
Etc.
When the jury feels that it REALLY feels corrected, safety restored, then it says, ok.
Then flip. Team trust does pro-trust action in a different setting, and Team Fear has chance to destroy.
Fear of conflict looks like:
-back channel politics & personal attacks
-ignore controversial topics
-fail to tap into diverging opinions
There is no such thing as no conflict – there is only hidden conflict.
Teams with no fear of conflict:
-passionate & open in discussion of issues
-discuss the right issues (important and difficult ones) – some teams seem ok with conflict but are actually diverting
-minimize politics
-actively extract & exploit ideas from all members
Strategies:
How? –model that conflict is good & necessary for excellence (get the most ideas into the room, avoid group think, etc)
-highlight autonomy
-teach them how to fight fair
-address conflict avoidance
-leader leads
-deepen dissonance, coach about the importance of conflict
Danger vs opportunity
Write down all the things that you might fear when it comes to conflict in a team
-I’m afraid that I will be seen as aggressive, loss of social status – translated to: maybe I will be seen as more powerful, influential and worth listening to
-I’m afraid that I will scare other people and they will withhold themselves – maybe other people will see that conflict is survivable and be encouraged to bring more of their real self into the room
Each person: writes down their personal fears of conflict, then the person next to them gets their cards, and transforms them into potential positive outcomes
Important for commitment:
CLARITY
Chance to DECIDE EXPLICITLY
Say I’m IN, or I’m OUT
Lack of commitment looks like:
Verbally agree but don’t support
-people often feel unheard
-indifference
-ambiguity around direction & priorities
-2nd guessing leadership, & revisiting discussions again & again
Committed team will:
-aligned toward 1 goal
-listen to everyone
-learn from mistakes
-know (and care) what their peers are working on & how they contribute to the collective good of the team
-make decisions without hesitation
-end discussions with clear & specific resolutions
Strategies:
-address behaviors that look like lack of commitment
-summarize decisions made in meetings (give people a chance to sign off or make corrections)
-use some kind of decision protocol for group decisions (like core protocol)
-time-box decisions
-involve people more – give more ownership (eg give them a “puppy” to increase responsibility)
Use Decider Protocols for a group decision where it would be important
Plan: a trip around the world.
I propose that we first fly to India and spend 2 weeks there in a monastery.
Absolute no -= withdraw proposal
Yes
Support is – ok, but may need more info, etc, will go with it
No – what will it take to get you in – we would need to spend 2 weeks in a hotel instead of a monastery –
Ok OR withdraw proposal
SITUATION: we have an around the world ticket
If we plan it in the next day, we can use it
But everyone will need to come along
Require respect
How to hold people accountable:
Share dissonance, using facts: “we have this working agreement in the team to do x, but you have been doing y a lot lately, for example this Monday”
Allow them to speak
Mirror that you understand what they have said (empathize)
Share your problem with them “the problem this creates for me is x”
Brainstorm a solution together “what do you think could be a solution for us?”
Agree on implementation & follow up
Iterate, don’t reiterate – (don’t go over the same ground – if same thing happens again, intensify, or try different approach – sometimes escalation is necessary (get help from HR and/or your boss)
Have the group care about accountability whenever possible (drives up passion)
Revisit the agreements with the team, and make it their problem: what should we do about this – change the agreement? Help person X with their load? Change how we work on topic X?
Explain how low accountability means low quality, low passion, mediocrity, we don’t create anything to be proud of, etc
If we don’t care about that – why not?
Low accountability team:
Resentment among team members with different standards
-encourages mediocrity
-miss deadlines & key deliverables
-place undue burden on team lead as sole source of discipline
High accountability team:
-addresses behaviors that demo avoidance of accountability
-open publication of goals, standards and metrics
-regular progress reviews
Using the simple working agreements of the Marble Mash Team, which are:
Attack a problem, not a person
Listen to other’s points of view without prejudice
Do not take comments personally
Show up on time, and if you cannot, contact the group
Be prepared for meetings
Be willing to take risks
Be committed to ending on time if possible
Practice holding each other accountable using the template:
I noticed x
It is a problem because y
What I want is z
What about you/how do you see it
Write on notecards & turn over, put them all in the middle & scramble, then turn over, look at it as a group
What does this say about Wooga culture?
Discussion round