Giving and receiving feedback

Quite often people struggle with giving and receiving feedback.

The basic method to apply when expressing feedback is to separate feelings and needs from observations.

This is a structured 4 step approach to express feedback in a non-violent way:

1. OBSERVATIONS = FACTS

What I observe.

"When I (see, hear) ...

2. FEELINGS = EFFECTS

How I feel.

"I feel ..."

3. NEEDS = MOTIVATION

What I need or value.

"... because I need/value ..."

4. DIALOGUE + ACTION (= suggestions)

The concrete actions I would like taken (by the other person)

... Would you be willing to ... ?

 

What are your experiences? Have you tried to communicate in this way?

 

Source:

The 4 part non-violent communication process

Feedback wrap, management 3.0

Personal maps – Management 3.0

Are you all professional at work? No chit chat, no small talk, not sharing private stuff? Well, you’re not the only one. In most projects and environments I’ve worked, there’s not much sharing of private stuff; and the most “coffee talk” I hear is about work-related topics. Then again, I do ask how was my colleague’s weekend, and if anything special happened?

Frankly, do you know your colleagues, your teammates?

Continue reading →

The success of team work, quote by Henry Ford

Exploring team dynamics

Topic of this short talk: team / group dynamics. The point is that you need to be aware of any dynamics happening in your team / group!

Contents of the presentation:

Slide 1: Intro video (ants)

Nice illustration of actual teamwork 🙂

Slide 2: Teamwork

  • Teamwork is the corner stone of any successful undertaking.
  • Teamwork is an individual skill.
  • The purpose of this presentation is to make you aware of the importance of team dynamics.
  • We will look at some examples, and how we can explore team dynamics.

Slide 3: How does a high-performing team look like?

  • Diverse members
  • Diversity of viewpoints, opinions
  • Open and clear communication
  • Managing conflict
  • Clear objectives
  • Trust
  • Participative leadership
  • Positive atmosphere
  • Engagement

The list is long! It’s not so obvious to become a high-performing team.

Slide 4: Putting a group of people together does not make a team.

In case you didn’t know. Just putting people together and hoping “team” magic will appear, or self-organisation will occur; is most of the time wishful thinking. (I have witnessed this in projects …)

Slide 5: Model of group/team development: Tuckman (1965)

One of the basic models about team/group formation. Note the different phases of growing as a team are necessary to become “performing”.

Slide 6: Belbin team roles (1981)

9 team roles: an effective team has members that cover the 9 key roles in managing the team. (cf. Belbin website)

Slide 7: Communication inside the team is a key indicator of whether they are performing or not.

The quality of communication in the team will also directly affect the communication with the stakeholders! Do you want your team to communicate with stakeholders in this way?!

Slide 8: One bad apple can cause rot in the entire cart by altering the behaviour of everyone.

Yes, this is outcome of scientific research.

Examples of bad apples in a group: the passive-aggressive group eroder, the blunt/rude dominant, the controller, the slacker, the anti-establishment guy, the divide-and-conquer schemer, the arrogant fat head

Slide 9: Groupthink

Groupthink is a term coined by social psychologist Irving Janis (1972), occurs when a group makes faulty decisions because group pressures lead to a deterioration of “mental efficiency, reality testing, and moral judgment”.

Groups affected by groupthink ignore alternatives and tend to take irrational actions that dehumanise other groups. A group is especially vulnerable to groupthink when its members are similar in background, when the group is insulated from outside opinions, and when there are no clear rules for decision making.

Cf. https://en.wikipedia.org/wiki/Groupthink

Slide 10: How to explore team dynamics?

  • Listen to the way team members are communicating
  • Observe behaviours: can you recognise certain team roles? Who has an introvert personality, who’s extrovert?
  • Observe how conflict is managed

Slide 11: Don’t be a Scrum Zombie (Thanks to Henrik Kniberg)

Please don’t!

Slide 12: How to explore team dynamics?

I suggest for team building: a classic scrum.

Slide 13, 14, 15: How to explore team dynamics? Team drawer

A team building exercise.

Slide 16: Improv theatre exercises

There’s a book about improv for agile teams.

Slide 17: Quote by Henry Ford

“Coming together is a beginning, keeping together is progress, working together is success.”

Slide 18: Be aware of the dynamics in your team!

Forming – Storming – Norming – Performing

I do remember this from my business communication class and came along it in a blog post at SocialCast.

The Forming – Storming – Norming – Performing model of group development was first proposed by Bruce Tuckman in 1965, who maintained that these phases are all necessary and inevitable in order for the team to grow, to face up to challenges, to tackle problems, to find solutions, to plan work, and to deliver results. This model has become the basis for subsequent models. [from Wikipedia]

the path to a high-performing team

the path to a high-performing team