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!

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
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
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
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
37. Cohen & Bailey, 1997
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
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
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?
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
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
99. TRIPLETT, 1898
100. Triplett, 1898
101. Triplett, 1898
102. Cottrell, 1972
103. TRANSACTIVE MEMORY
104. Hollingshead, 2001; Wegner, Guiliano & Hertel, 1985
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
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
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
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
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
141. Slides: Arthur Doler @arthurdoler arthurdoler@gmail.com Handout: http://bit.ly/art-teamwork None twitch.tv/arthurdoler