quote:

n my organization team work is used heavily. I have noticed that in teams there seems to be one or two individuals who run the group becasue they are the most vocal while the rest of us fall in line and one or two who do nothing. What is the best way to promote team work where all individuals have an equal say?

A lot of folks have chimed in with good insights, but rather than adding to anyone else’s input, I’ll focus on your question.

This is what I’ve done to facilitate the team meshing and prevent team gnashing. Because of the individual component, it isn’t fail-safe, but it adds immeasurably to the flow of the team.

At the beginning, when the team forms, address the project objectives—establish a common ground of shared understanding. Follow with expectations for each person and the team as a whole. Once those are clear, have the team establish their norms (ground rules) that everyone will be accountable to and hold others accountable to. In these will be how to address the times when norms are violated or other inappropriate behaviors.

I go further and run an overview of communication styles or MBTI. If there’s time, they complete a self-assessment, and I graph everyone’s type/style. Then we discuss preferred, natural behaviors of each, and discuss how these can be (mis)construed by the other styles. It’s a light way to show how we aggravate others without knowing it, and how we judge others without realizing it.

If the team’s already in place, I use this as an intervention workshop and then work into the norms. Once people realize their emotional impact (EI) on and from others, it’s cool to see a real transformation of acceptance and openness. Like I said, though, not everyone plays accordingly, and those personalities must be dealt with.

[QUOTE]Originally posted by JLN:

Ok, this is my first time ever for doing post on any kind on a site, beside online learning. I love team work groups but here are some very important features to keep in mind when working in groups. One, the most important, have leaders that encourage others input. For the most part, the people setting in the background have good information. The other important rule is look for the strenght and weakineeses in people. My experience has been, almost 30 years in the business that if a good leader identifies these traits early on in a team, the team will shine.

Hope this helps.

RCM

P.S. If you are the background person take notes on who is weak and wrong and then one day of opportunity, which will come, make suggestions, the group will most likely agree, for you are suggesting on their strengths and they will like the opinion.

Coming together is a beginning.
Keeping together is progress.
Working together is success.
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This message has been edited. Last edited by: Robert58,