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Establishing
ground rules for teams will minimize conflict and reduce the potential of
the team becoming dysfunctional in the future and give it direction,
especially in the beginning. Examples of ground rules could include the
following: ·
How
does the group want to plan to resolve conflict? ·
How
will the team handle individuals or personal conflicts among the team
members? ·
Will
there be an agenda each time a meeting is held? ·
Who
will be responsible for preparation of the agenda? ·
Will
minutes be taken at the meetings? ·
Who
will receive copies of the minutes? ·
How
will the team communicate to the groups it represents? ·
How
will decisions be tested? ·
How
does the team get help when it gets stuck or becomes dysfunctional? ·
What
evaluation process will be used for the team processes and the outcome of
the team?
Games, toys, illustrations may be used to help teams
break the ice in the beginning phases of the project. The objective is to
get the team to become more cohesive and willing to look at, and even
eliminate some of the “sacred cows” that may have existed for a long
time. Ground Rules for Team Meetings
Many teams hold meetings that seem to drag on forever and ever or a team
member may bring down team morale because of abrasive behavior. Then there
are the occasions where no one will say what they really feel in a meeting
or staff members are frequently tardy or unprepared for meetings and
assigned tasks. Scenarios
also could include teams may have trouble making a decision or make a
mediocre one.
Teams can benefit from a few ground rules when meetings are being
held. First, it is important to define the purpose of the meeting and lay
it out clearly before the meeting is held. An agenda creates orderly
structure for the meeting and supports the purpose. It is important that
items not appear on the agenda that do not support the purpose of the
meeting. They are time wasters. Provide a written agenda via a pre-meeting
handout or e-mail message at or before the meeting actually takes place.
Involvement is a key factor to the success of the meeting and is
often the reason the meeting was called. Make sure the right staff members
are invited to the meeting and that unnecessary staff members or
individuals are not asked to come. Some suggestions for encouraging everyone to contribute may
include: ·
Asking
staff members to prepare or read background material or review
information. ·
Assigning
staff member’s specific issues to handle. ·
Asking
open-ended questions. ·
Using
silence-waiting 30 seconds or a minute for answers. ·
Paraphrasing
key comments and summarizing group conclusions. ·
Sharing
personal opinions and findings. ·
Providing
hand-outs and recording minutes. ·
Being
open to the views and opinions of others. ·
Remind
the team of the purpose and agenda as the meeting proceeds. ·
If
staff members seem to be going through the motions and saying “yes” to
everything just to get through the meeting quickly, then confront this
directly in the meeting. ·
Sharing
the worry that no action will occur and finding out what staff members
really think is beneficial to decision making and getting a consensus. ·
Diagnose
any problems halfway through the meeting and lead a critique of the
team’s progress. ·
Adjust
plans as needed and review again before the meeting ends.
The decision making phase is crucial. Set aside time and
specifically ask the staff members to reach conclusions, make assignments,
and finalize all unfinished business before they leave. If you skip this
part, no matter how productive the meeting “felt,” the unfinished
business will not make it productive. Additionally, it is hard to remember
who is supposed to what and when. Collaboration
Collaboration
is not an option as a ground rule in team building, but a necessity!
Collaboration among team members makes them more competitive, flexible,
and responsive. Collaborative team’s are a balance that blends the
shared ownership, responsibility, and accountability of self-managed or
self-directed teams with clear aims.
The organization can also benefit from this shift because there is
the collective wisdom, knowledge, experience and perspectives of a group
of individuals rather than relying on only one person. Collaborative teams
are a fundamental change in the organizational structure and require a new
way of thinking in leading.
The strength of a collaborative team is that it has the collective
ownership, responsibility and accountability for its process or function.
It can even be argued that there are no leaders in the traditional sense,
only collaborative team leaders and team members.
Paul Hertz has identified that collaboration is an essential issue
for teams in order to: · Achieve
and benefit from empowerment ·
Achieve
and benefit from a flatter organizational structure ·
Achieve
and benefit from collective ownership ·
Achieve
and benefit from teamwork ·
Achieve
and benefit from a positive behavioral environment where the “whole”
is considered |