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

How to Work with People: A Guide to Playing Nicely with Others (Connectaha 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

March 08, 2019
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Transcript

  1. @arthurdoler Arthur Doler Resources: Boring details about me are at

    https://arthurdoler.com HOW TO WORK WITH PEOPLE A Guide to Playing Nicely with Others
  2. @arthurdoler When people ask what I do I always just

    tell them I solve problems
  3. @arthurdoler You and me both, buddy

  4. @arthurdoler What IS a team? What do they do? What

    is their lifecycle? How do we make them better? When should we team? A brief agenda
  5. @arthurdoler He doesn’t want to go in the box :c

  6. @arthurdoler Now available in “Groat Cluster” flavor!

  7. @arthurdoler I don’t wear hats so I can’t really judge

  8. @arthurdoler A simple question

  9. @arthurdoler The psychological term, not the mathematical one

  10. @arthurdoler Forsyth, 2010

  11. @arthurdoler Forsyth, 2010

  12. @arthurdoler Hayes, 2007; Forsyth, 2010

  13. @arthurdoler Stewart, 2006; Sundstrom et al., 2000; Hackman, 1986

  14. @arthurdoler ARE YOU ON A TEAM? Managers label things inaccurately?!

    I am SHOCKED
  15. @arthurdoler WHAT IF YOU’RE NOT? Remember, a team is still

    a group
  16. @arthurdoler Taylor, 2007; Krause & Wulff, 2005; McGuire, 2007

  17. @arthurdoler Production Service Project Parallel Action Management Sundstrom, 1999; Devine,

    2002
  18. @arthurdoler Sundstrom, 1999

  19. @arthurdoler Sundstrom, 1999

  20. @arthurdoler Sundstrom, 1999

  21. @arthurdoler Tuckman, 1965; Tuckman & Jensen, 1977

  22. @arthurdoler Marks, Mathieu, & Zaccaro, 2001; Gersick, 1988

  23. @arthurdoler Gersick, 1988; Humphrey & Aime, 2014

  24. @arthurdoler Levi, 2017;Tekleab, Quigley, and Tesluk, 2009; Cannon-Bowers et al.,

    1995; Cohen & Bailey, 1997
  25. @arthurdoler The easiest part. Sometimes it happens on its own!

  26. @arthurdoler Beal, Cohen, Burke, & McLendon, 2003; Mullen & Copper,

    1994
  27. @arthurdoler THERE’S NO “TYPICAL” COHESIVE GROUP Dion, 2000; Friedkin, 2004;

    Siebold, 2007
  28. @arthurdoler McKenna, 1994; Wech et al., 1998

  29. @arthurdoler Janis, 1982

  30. @arthurdoler The most fun part of teams

  31. @arthurdoler Cohen & Bailey, 1997

  32. @arthurdoler …. Where did you get that sign from?

  33. @arthurdoler Levi, 2017

  34. @arthurdoler DeWit, Greer, & Jehn, 2012

  35. @arthurdoler Tekleab et al., 2009

  36. @arthurdoler Smoke & Zajonc, 1962; O’Neill et al., 2013

  37. @arthurdoler Cohen & Bailey, 1997; O’Neill et al., 2013

  38. @arthurdoler Levi, 2017; Choi & Cho, 2011

  39. @arthurdoler WE DISLIKE PEOPLE WHO ROCK THE BOAT & SLOW

    US DOWN Kruglanski & Webster, 1991; Burstein & Worchel, 1962
  40. @arthurdoler ENCOURAGING TASK CONFLICT Tjosvold et al., 2014; DeDreu &

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

    The real secret to software, in a nutshell
  42. @arthurdoler MANAGING BAD CONFLICT Tekleab et al., 2009; Tjosvold, 2005;

    Betancourt & Blair, 1992; Ferguson & Rule, 1983; Kressel, 2000
  43. @arthurdoler I don’t care if you laugh, this joke is

    just for me
  44. @arthurdoler Feldman, 1984; Gelfand, 2018

  45. @arthurdoler Hawthorne, 1920

  46. @arthurdoler ASCH, 1951 One of my favorite studies ever

  47. @arthurdoler Asch, 1951

  48. @arthurdoler Asch, 1951

  49. @arthurdoler Moscovici, 1976, 1980, 1985

  50. @arthurdoler Moscovici, 1976, 1980, 1985

  51. @arthurdoler HOW TO CHANGE YOUR TEAM’S MIND WHEN YOU’RE IN

    THE MINORITY Never an easy situation to be in
  52. @arthurdoler 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
  53. @arthurdoler Branscombe et al., 2002; Jetten et al., 2003; Beirnat

    et al., 1998
  54. @arthurdoler BUILD A PROCESS FOR DISSENT And write it the

    heck down!
  55. @arthurdoler Not a musical one, unfortunately

  56. @arthurdoler CAN WE SPEED UP STORMING AND NORMING? Hackman, 1990

  57. @arthurdoler Scholtes, 1988; Levi, 2017

  58. @arthurdoler Pokras, 1995; Matheiu & Rapp, 2009

  59. @arthurdoler Herrenkohl, 2004; Mathieu & Rapp, 2009

  60. @arthurdoler There are more ways than one

  61. @arthurdoler Beatings are not recommended

  62. @arthurdoler “More donuts” probably isn’t right, but what can it

    hurt?
  63. @arthurdoler That thing where you actually get work done

  64. @arthurdoler TASK BEHAVIORS AND SOCIAL BEHAVIORS Huffmeier & Hertel, 2011

  65. @arthurdoler Huffmeier & Hertel, 2011

  66. @arthurdoler Levi, 2017

  67. @arthurdoler Levi, 2017; Levi & Cadiz, 1998

  68. @arthurdoler Levi & Cadiz, 1998

  69. @arthurdoler TEAMS CANNOT LIVE ON TASKS ALONE Levi, 2017

  70. @arthurdoler 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
  71. @arthurdoler Steiner, 1972

  72. @arthurdoler Ringelmann, 1913; Steiner, 1972; Kravitz & Martin, 1986

  73. @arthurdoler RINGELMANN, 1913 Replicated by Steiner, 1972

  74. @arthurdoler Steiner, 1972

  75. @arthurdoler Steiner, 1972

  76. @arthurdoler Steiner, 1972

  77. @arthurdoler Steiner, 1972

  78. @arthurdoler Williams, Harkins, Latané, 1981

  79. @arthurdoler There’s actually some good answers!

  80. @arthurdoler Arterberry, Cain & Chopko, 2007; Harkins & Szymanski, 1987,

    1988; Jackson & Latané, 1981; Haslam, 2004; Kameda et al., 1992; Kerr & Bruun, 1983
  81. @arthurdoler Stark, Shaw, & Duffy, 2007; Honeywell-Johnson & Dickinson, 1999;

    Liden et al., 2004; De Matteo, Eby, & Sundstrom, 1998
  82. @arthurdoler Latham & Baldes, 1975; Harkins & Szymanski, 1989; Weldon,

    Jess, & Pradhan, 1991
  83. @arthurdoler HOW LONG CAN YOU SUSTAIN YOUR MAXIMUM? Gyms are

    closed because of COVID, so not so long these days
  84. @arthurdoler TEAMS NEED TIME TO CYCLE AND REST They’re called

    “sprints” for a reason
  85. @arthurdoler Cannon-Bowers et al., 1995; Cohen & Bailey, 1997

  86. @arthurdoler Forsyth, 2010

  87. @arthurdoler Okay, I said “synergistic”; where’s my book deal?

  88. @arthurdoler TRIPLETT, 1898 The most Victorian study ever

  89. @arthurdoler Triplett, 1898

  90. @arthurdoler Triplett, 1898

  91. @arthurdoler Cottrell, 1972

  92. @arthurdoler TRANSACTIVE MEMORY The bane of Socrates

  93. @arthurdoler Hollingshead, 2001; Wegner, Guiliano & Hertel, 1985

  94. @arthurdoler If cost didn’t matter, I’d hopefully be paid a

    lot more
  95. @arthurdoler 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
  96. @arthurdoler Burke, Stagl, Salas, Pierce, & Kendall, 2006

  97. @arthurdoler Good question, random audience member!

  98. @arthurdoler This is a very important point

  99. @arthurdoler Levi, 2017

  100. @arthurdoler McGrath, Berdahl, & Arrow, 1995; Jackson & Ruderman, 1995

  101. @arthurdoler McGrath, Berdahl, & Arrow, 1995; Jackson & Ruderman, 1995

  102. @arthurdoler McGrath, Berdahl, & Arrow, 1995; Jackson & Ruderman, 1995

  103. @arthurdoler McGrath, Berdahl, & Arrow, 1995; Jackson & Ruderman, 1995

  104. @arthurdoler It doesn’t hurt, it just doesn’t help otherwise

  105. @arthurdoler You think it’d be easier to get developers to

    share their opinions…
  106. @arthurdoler Gigone & Hastie, 1997

  107. @arthurdoler RESIST YOUR INITIAL PREFERENCE: ADVOCATE FOR POSITIONS Greitemeyer et

    al., 2006
  108. @arthurdoler Larson, Foster-Fishman & Keys, 1994; Winquist & Larson, 1998

  109. @arthurdoler DeDreu & Weingart, 2003; Edmondson & Lei, 2014

  110. @arthurdoler FAILURE IS OPPORTUNITY FOR LEARNING You could argue it’s

    the ONLY way to learn
  111. @arthurdoler Quoidbach & Hansenne, 2009; Druskat & Wolff, 2001

  112. @arthurdoler The several million dollar question

  113. @arthurdoler 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
  114. @arthurdoler DIVERSITY DIVERSITY DIVERSITY DIVERSITY Mannix & Neale, 2005

  115. @arthurdoler Ellis, Carett, Anseel, & Lievens, 2014; Villado & Winifred,

    2013
  116. @arthurdoler Hirschfeld, Jordon, Field, Giles, & Armenakis, 2006; Mohammed, Ferzandi,

    & Hamilton, 2010
  117. @arthurdoler Ellis, Carett, Anseel, & Lievens, 2014; Villado & Winifred,

    2013; Dyer, Dyer, & Dyer, 2007
  118. @arthurdoler Smith-Jentsch et al., 2008; West, 2004

  119. @arthurdoler Don’t worry, I agree with you

  120. @arthurdoler WHAT YOU CAN DO Here’s some takeaways!

  121. @arthurdoler If you happen to be one

  122. @arthurdoler Speed up your storming and norming by explicitly working

    to build your team norms and processes Build team cohesion by helping to isolate the team physically Know when to use teams If you use teams, give them their autonomy Do that last one especially
  123. @arthurdoler Nondescript leader-y goodness

  124. @arthurdoler Be aware of your team’s stage and advocate for

    taking the time to intentionally engage with that stage Advocate for diversity wherever you can Advocate for more feedback and reflexivity wherever you can Basically just advocate a lot
  125. @arthurdoler Since you can’t be anybody else…

  126. @arthurdoler Know how to shift the group’s mind if you’re

    in the minority Build cohesion through taking time to socialize and encourage each other Normalize the importance of social behaviors by performing them This is work, and it’s meaningful work!
  127. @arthurdoler Getting’ the heck out of here!

  128. @arthurdoler Arthur Doler My website is probably still https://arthurdoler.com Resources:

    http://bit.ly/art-teamwork