Psychology of Successful Groups, Group Norms.pptx
- 1. Psychology of Successful Groups, Group Norms
- 2. It is best to get over any personal differences quickly. Group members must: feel comfortable voicing their opinions and feel that these opinions will be listened to. feel that all group members are contributing positively to the tasks by keeping to plans feel that their feelings are being considered by team members, yet the goals and objectives of the group are not being compromised to accommodate the wants of a few members. Make sure that you express your views and listen to others. There is nothing wrong with disagreeing with your group mates, no matter how confident they may seem to be about what they are saying. When you disagree, be constructive and focus on the issue rather than the person. When someone disagrees with you, respect what they are saying and the risk that they took Try to find a way forward that everybody can agree to and that isn't the opinion of just one confident or outspoken member. ALWAYSAIM FOR MUTUAL RESPECT
- 3. Collaborative efforts are most successful when each member feels included. Dont ignore differences: A big mistake is to assume that everyone shares one viewpoint, one communication style, and one approach to problem solving. Emphasize solving problems, not winning battles. Use common goals as the starting point, and data and information as the basis for productive discussion. Show support for others in the discussion, and, more to the point, discuss issues; dont debate When everyone feels safe and heard, results are the best Turn-taking Ostentatious listening Aristotle study by Google: https://youtu.be/v2PaZ8Nl2T4 PSYCHOLOGY OF SUCCESSFUL GROUPS
- 6. HBR says good teams require a mix of several personality types: Self-confident, energetic people who are good at organizing and taking charge Diplomatic, warm individuals who care about other people's feelings and focus on relationships Detail-oriented, conscientious team members who are highly organized and follow the rules Imaginative, curious team members who want to innovate and shake things up Cautious, level-headed, practical thinkers who insist other people prove their ideas
- 7. The best team players share these 3 traits: The courage to ask embarrassing questions The willingness to challenge others The ability to accept feedback
- 8. 1. DONT DICTATE. If you are leading, dont express your view until everyone has had a chance. 2. BE RECEPTIVE. Take in different views and evaluate them later. 3. KEEP AN OPEN MIND. Reserve judgment until everyone has had his or her say. 4. BE COURTEOUS. Dont smirk, roll your eyes, whisper, or wisecrack. 5. SHOW GENUINE INTEREST. Non-verbals are vital (eye contact, nodding, smiling, leaning toward the speaker). Make it a point to remember everyones name. 6. HEAR THE SPEAKER OUT. Instead of tuning out a message you find disagreeable, allow the speaker to continue without interruption (except to ask for clarification). Delay your own questions, comments, and rebuttals until the speaker has finished. 7. FOCUS ON THE MESSAGE. Instead of thinking about what you want to say next, try to get a clear understanding of the speakers position. 8. ASK FOR CLARIFICATION. If anything is unclear, say so: Can you repeat that? To GUIDELINES forACTIVE LISTENING
- 10. BEHAVIOURAL GROUP NORMS Every group develops its own customs, habits and expectations for how things will be done. These patterns and expectations, or group norms as theyre sometimes called, influence the ways team members communicate with each other. Norms can help or hinder a group in achieving its goals. While many norms operate without the members conscious awareness, a team can decide to intentionally set norms that every member can endorse. In addition to the long-term benefits such a set of guidelines offers, the act of setting norms itself can be a team-building activity. Setting norms does not mean regulating every aspect of group interaction; rather it is an opportunity for the group to express its values. For example, values such as mutual respect, egalitarianism, dependability, punctuality.
- 11. Be on time Dont interrupt Dress professionally Unplug during meetings Watch your language Show gratitude Remember names Leave your habits at home TYPICAL BUSINESS ETIQUETTE
- 12. Our meetings will begin and end on time. We will listen to each other and not interrupt. We will make sure everyone has had a chance to speak. We will support our project managers efforts to moderate discussions. We will avoid ethnic or gender-based humor. We will speak respectfully to each other. We will bring before the whole all group concerns regarding our group cohesion. SAMPLE GROUP NORMS
- 13. HOW DO WE WANT TO SHOW UP? Answer these questions with specific behavioural expectations: How will we demonstrate respect for each other? How will we ensure that everybodys voice/ideas are heard? Where will we meet, and when? How will we schedule so everyone can attend? For what parts of projects will we meet, and for what parts can we just share documents and make written comments? How will we decide who does what? How will we give feedback to each other? How will we resolve conflicts?
Editor's Notes
- #2: you will not have much choice ofyour team mates in the workplace and you will beunder considerably more pressure there to beproductive.
- #3: Summarized from Aristotle study, as viewed on several youtube videos
- #4: https://youtu.be/v2PaZ8Nl2T4
- #5: The Four Agreements by Don Miguel Ruiz was published in 1997, sold over 8 million copies, and was on the New York Times bestseller list for over a decade.
- #6: https://smallbusiness.chron.com/different-personalities-affect-teamwork-11607.html
- #9: https://youtu.be/urStEJ6uF84 Active Listening
- #10: When you have been on a team, how did you know how to act? How did you know what behaviors were acceptable or what level of performance was required? Teams usually developnormsthat guide the activities of team members. Team norms set a standard for behavior, attitude, and performance that all team members are expected to follow. Norms are like rules but they are not written down. Instead, all the team members implicitly understand them. Norms are effective because team members want to support the team and preserve relationships in the team, and when norms are violated, there is peer pressure or sanctions to enforce Initially, during the forming and storming stages, norms focus on expectations for attendance and commitment. Later, during the norming and performing stages, norms focus on relationships and levels of performance. Performance norms are very important because they define the level of work effort and standards that determine the success of the team.e compliance. Even if the personalities are compatible, you shouldn't sit back and assume they'll coalesce into a functioning team. Learn the accepted norms of your team members. Some groups may want lots of personal conversation in team meetings while others are strictly business. Encouraging outliers to follow the norms helps them mesh with the team better. Don't let the team split into factions. Make sure dissenting opinions are heard. Keep critiques and criticism focused on the work, not the individual. Encourage civility, even when team members disagree. See that introverts get the chance to speak. See that everyone on the team has a clear understanding of their role. Keep everyone's eyes focused on the finish line. Don't let them forget the end game in the daily rush of details. Don't allow personal gossip, undermining, shaming or bullying. Those are death to the team spirit. See that every member does their share. It's essential everyone feels confident they can count on each other to contribute to the project. The advantage of this approach is that it doesn't depend as much on having the right mix of personalities. At a small company, you may not have many options for recruiting the team, so being able to steer a "wrong" mix into operating on shared norms is a valuable skill.
- #12: Show the file on hand re waterloo- detailed norms