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How to Work with People: A Guide to Playing Nicely with Others (Codestock 2019)

How to Work with People: A Guide to Playing Nicely with Others (Codestock 2019)

Humans. No matter what we might wish, we have to work with them to get stuff done. Unfortunately, when we join a team it doesn’t come with a manual. Figuring out how to get things done and get everyone pulling in the same direction can be a nightmare.

But it doesn’t have to be! In this example-driven talk you’ll learn what a personality type is, you’ll learn some methods for communicating better with others, and you’ll dip a toe into the psychology of team dynamics - all without having to read a huge textbook or a bunch of manager-focused books trying to sell you something. You’ll come away with tools you can use to be a better teammate and to create a stronger team, regardless of your role. Let’s get started actually working together!

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Arthur Doler

April 12, 2019
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Transcript

  1. Arthur Doler @arthurdoler arthurdoler@gmail.com Slides: Handout: HOW TO WORK WITH

    PEOPLE A Guide to Playing Nicely with Others http://bit.ly/art-teamwork None
  2. None
  3. None
  4. What IS a team? What do they do? What is

    their lifecycle? How do we make them better? When should we team ?
  5. WHAT THIS TALK ISN’T ABOUT

  6. None
  7. None
  8. None
  9. None
  10. None
  11. Sedgewick, 1982

  12. Blumer, 1951

  13. Cooley, 1909

  14. Cooley, 1909

  15. Forsyth, 2010

  16. Forsyth, 2010

  17. Hayes, 2007; Forsyth, 2010

  18. Stewart, 2006; Sundstrom et al., 2000; Hackman, 1986

  19. ARE YOU ON A TEAM?

  20. WHAT IF YOU’RE NOT?

  21. Taylor, 2007; Krause & Wulff, 2005; McGuire, 2007

  22. Production Service Project Parallel Action Management Sundstrom, 1999; Devine, 2002

  23. Sundstrom, 1999

  24. Sundstrom, 1999

  25. Sundstrom, 1999

  26. TUCKMAN’S TEAM DEVELOPMENT MODEL

  27. Tuckman, 1965; Tuckman & Jensen, 1977

  28. Marks, Mathieu, & Zaccaro, 2001; Gersick, 1988

  29. Gersick, 1988; Humphrey & Aime, 2014

  30. Levi, 2017;Tekleab, Quigley, and Tesluk, 2009; Cannon-Bowers et al., 1995;

    Cohen & Bailey, 1997
  31. None
  32. Beal, Cohen, Burke, & McLendon, 2003; Mullen & Copper, 1994

  33. Dion, 2000; Friedkin, 2004; Siebold, 2007 THERE’S NO “TYPICAL” COHESIVE

    GROUP
  34. McKenna, 1994; Wech et al., 1998

  35. Janis, 1982

  36. None
  37. Cohen & Bailey, 1997

  38. None
  39. Levi, 2017

  40. DeWit, Greer, & Jehn, 2012

  41. Tekleab et al., 2009

  42. Smoke & Zajonc, 1962; O’Neill et al., 2013

  43. Cohen & Bailey, 1997; O’Neill et al., 2013

  44. Levi, 2017; Choi & Cho, 2011

  45. WE DISLIKE PEOPLE WHO ROCK THE BOAT & SLOW US

    DOWN Kruglanski & Webster, 1991; Burstein & Worchel, 1962
  46. ENCOURAGING TASK CONFLICT Tjosvold et al., 2014; DeDreu & Weingart,

    2003; Ilgen, Hollenbeck, Johnson, & Jundt, 2005
  47. THERE’S USUALLY MORE THAN ONE WAY TO DO THINGS

  48. MANAGING BAD CONFLICT Tekleab et al., 2009; Tjosvold, 2005; Betancourt

    & Blair, 1992; Ferguson & Rule, 1983; Kressel, 2000
  49. None
  50. Feldman, 1984; Gelfand, 2018

  51. Hawthorne, 1920

  52. ASCH, 1951

  53. Asch, 1951

  54. Asch, 1951

  55. Moscovici, 1976, 1980, 1985

  56. Moscovici, 1976, 1980, 1985

  57. HOW TO CHANGE YOUR TEAM’S MIND WHEN YOU’RE IN THE

    MINORITY
  58. Be consistent, committed, and competent Remain in good standing Preface

    dissent with conformity Don’t threaten the group itself Wood et al., 1994; Clark, 1990; Levine and Russo, 1987
  59. Branscombe et al., 2002; Jetten et al., 2003; Beirnat et

    al., 1998
  60. None
  61. CAN WE SPEED UP STORMING AND NORMING? Hackman, 1990

  62. Scholtes, 1988; Levi, 2017

  63. Pokras, 1995; Matheiu & Rapp, 2009

  64. Herrenkohl, 2004; Mathieu & Rapp, 2009

  65. HOW SHOULD WE MAKE DECISIONS?

  66. HOW DO WE ENFORCE OUR RULES?

  67. WHAT SHOULD BE DONE TO ENCOURAGE PARTICIPATION IN MEETINGS?

  68. None
  69. McGrath, 1984

  70. McGrath, 1984

  71. McGrath, 1984

  72. McGrath, 1984

  73. McGrath, 1984

  74. Huffmeier & Hertel, 2011 TASK BEHAVIORS AND SOCIAL BEHAVIORS

  75. Huffmeier & Hertel, 2011

  76. Levi, 2017

  77. Levi, 2017; Levi & Cadiz, 1998

  78. Levi & Cadiz, 1998

  79. TEAMS CANNOT LIVE ON TASKS ALONE Levi, 2017

  80. Young teams need a lot more Every team is different

    Successful, mature, well-developed teams measure at no more than 80% Whelan, 2005; Levi, 2017
  81. Ringelmann, 1913; Steiner, 1972; Kravitz & Martin, 1986

  82. RINGELMANN, 1913

  83. Steiner, 1972

  84. Steiner, 1972

  85. Steiner, 1972

  86. Steiner, 1972

  87. Williams, Harkins, Latané, 1981

  88. None
  89. Arterberry, Cain & Chopko, 2007; Harkins & Szymanski, 1987, 1988;

    Jackson & Latané, 1981; Haslam, 2004; Kameda et al., 1992; Kerr & Bruun, 1983
  90. Stark, Shaw, & Duffy, 2007; Honeywell-Johnson & Dickinson, 1999; Liden

    et al., 2004; De Matteo, Eby, & Sundstrom, 1998
  91. Latham & Baldes, 1975; Harkins & Szymanski, 1989; Weldon, Jess,

    & Pradhan, 1991
  92. HOW LONG CAN YOU SUSTAIN YOUR MAXIMUM?

  93. TEAMS NEED TIME TO CYCLE AND REST

  94. Steiner, 1972

  95. MOTIVATION LOSSES AND COORDINATION LOSSES Steiner, 1972; Latané, Williams &

    Harkins, 1979
  96. Cannon-Bowers et al., 1995; Cohen & Bailey, 1997

  97. Forsyth, 2010

  98. None
  99. TRIPLETT, 1898

  100. Triplett, 1898

  101. Triplett, 1898

  102. Cottrell, 1972

  103. TRANSACTIVE MEMORY

  104. Hollingshead, 2001; Wegner, Guiliano & Hertel, 1985

  105. None
  106. Work contains skilled activities Tasks are interdependent Team can form

    a meaningful unit in the organization Feedback systems exist and are timely Jobs can be designed to balance team and individual tasks Davis & Wacker, 1987
  107. Burke, Stagl, Salas, Pierce, & Kendall, 2006

  108. None
  109. None
  110. Levi, 2017

  111. McGrath, Berdahl, & Arrow, 1995; Jackson & Ruderman, 1995

  112. McGrath, Berdahl, & Arrow, 1995; Jackson & Ruderman, 1995

  113. McGrath, Berdahl, & Arrow, 1995; Jackson & Ruderman, 1995

  114. McGrath, Berdahl, & Arrow, 1995; Jackson & Ruderman, 1995

  115. None
  116. None
  117. Gigone & Hastie, 1997

  118. RESIST YOUR INITIAL PREFERENCE: ADVOCATE FOR POSITIONS Greitemeyer et al.,

    2006
  119. Larson, Foster-Fishman & Keys, 1994; Winquist & Larson, 1998

  120. USE A Hollingshead, 2001; Lam & Schaubroeck, 2000 DSS GSS

    GDSS
  121. DeDreu & Weingart, 2003; Edmondson & Lei, 2014

  122. Levi, 2017; Gibson & Gibbs, 2006

  123. FAILURE IS OPPORTUNITY FOR LEARNING

  124. Quoidbach & Hansenne, 2009; Druskat & Wolff, 2001

  125. TALK LESS LISTEN MORE

  126. None
  127. Clear direction and goals Leadership that can manage relations inside

    and outside the team Complex, important, challenging tasks Accountability for the tasks and rewards for completion A supportive organization that offers autonomy Hackman, 1987
  128. DIVERSITY DIVERSITY DIVERSITY DIVERSITY Mannix & Neale, 2005

  129. Ellis, Carett, Anseel, & Lievens, 2014; Villado & Winifred, 2013

  130. Hirschfeld, Jordon, Field, Giles, & Armenakis, 2006; Mohammed, Ferzandi, &

    Hamilton, 2010
  131. Ellis, Carett, Anseel, & Lievens, 2014; Villado & Winifred, 2013;

    Dyer, Dyer, & Dyer, 2007
  132. Smith-Jentsch et al., 2008; West, 2004

  133. None
  134. All work groups are not teams Teams are autonomous, interdependent

    work groups Teams need both task and social behaviors to thrive and succeed Teams move through a cycle of stages and need time to process through each one
  135. Use teams when: •You need creativity & innovation •You have

    interdependent & complex tasks •You can balance individual and team tasks
  136. Diversity REALLY matters, all types of it Psychological safety is

    important and aids in diversity mattering Don’t rely on solo members unless you’ve built process for them
  137. WHAT YOU CAN DO

  138. Be aware of your team’s stage and advocate for taking

    the time to intentionally engage with that stage Know how to shift the group’s mind if you’re in the minority Advocate for diversity wherever you can Advocate for more feedback and reflexivity wherever you can
  139. Build cohesion through taking time to socialize and encourage each

    other Also by isolating the team in some way Speed up your storming and norming by explicitly working to build your team norms and processes
  140. None
  141. Slides: Arthur Doler @arthurdoler arthurdoler@gmail.com Handout: http://bit.ly/art-teamwork None twitch.tv/arthurdoler