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.

1. Tensions
in
a
Team
2012
Dr
Cheryl
Doig

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. Groups
are
different
to
‘Teams’
because
.
.
.
Group
Model
Team
Model
Common
Interest
Core
Purpose
FOCUS:
Individual
goals
FOCUS:
mutual
and
individual
&
accountabiliHes
accountability

4. Different
things
bother
different
people
in
different
ways
at
different
Hmes

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. 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. 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. 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. …or
what
about
…”I
fell
into
the
lifeboat
by
mistake…”

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. 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. 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. 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. 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. 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. The
BeECON
Approach
• Behaviour
• Effect
• Consequence
• Open
it
up
• NegoHate

17. The
BeECON
Approach
• Behaviour
• Effect
• Consequence
• Open
it
up
• NegoHate

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. Life is curly.
Don't try to
straighten it out.
-Susan Scott
Fierce Conversations

20. Thanks
for
coming!!
www.thinkbeyond.co.nz
c.doig@thinkbeyond.co.nz