How to Work with People: A Guide to Playing Nicely with Others (Nebraska.Code 2019)

How to Work with People: A Guide to Playing Nicely with Others (Nebraska.Code 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

August 16, 2019
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  1. Arthur Doler @arthurdoler arthurdoler@gmail.com Slides: Handout: HOW TO WORK WITH

    PEOPLE A Guide to Playing Nicely with Others bit.ly/art-teamwork-necode2019 None
  2. None
  3. What IS a team? What do they do? What is

    their lifecycle? How do we make them better? When should we team?
  4. None
  5. None
  6. None
  7. None
  8. None
  9. Forsyth, 2010

  10. Forsyth, 2010

  11. Hayes, 2007; Forsyth, 2010

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

  13. ARE YOU ON A TEAM?

  14. WHAT IF YOU’RE NOT?

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

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

  17. Sundstrom, 1999

  18. Sundstrom, 1999

  19. Sundstrom, 1999

  20. TUCKMAN’S TEAM DEVELOPMENT MODEL

  21. Tuckman, 1965; Tuckman & Jensen, 1977

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

  23. Gersick, 1988; Humphrey & Aime, 2014

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

    Cohen & Bailey, 1997
  25. None
  26. Beal, Cohen, Burke, & McLendon, 2003; Mullen & Copper, 1994

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

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

  29. Janis, 1982

  30. None
  31. Cohen & Bailey, 1997

  32. None
  33. Levi, 2017

  34. DeWit, Greer, & Jehn, 2012

  35. Tekleab et al., 2009

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

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

  38. Levi, 2017; Choi & Cho, 2011

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

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

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

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

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

  45. Hawthorne, 1920

  46. ASCH, 1951

  47. Asch, 1951

  48. Asch, 1951

  49. Moscovici, 1976, 1980, 1985

  50. Moscovici, 1976, 1980, 1985

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

    MINORITY
  52. 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. Branscombe et al., 2002; Jetten et al., 2003; Beirnat et

    al., 1998
  54. BUILD A PROCESS FOR DISSENT

  55. None
  56. CAN WE SPEED UP STORMING AND NORMING? Hackman, 1990

  57. Scholtes, 1988; Levi, 2017

  58. Pokras, 1995; Matheiu & Rapp, 2009

  59. Herrenkohl, 2004; Mathieu & Rapp, 2009

  60. None
  61. None
  62. None
  63. None
  64. McGrath, 1984

  65. McGrath, 1984

  66. McGrath, 1984

  67. McGrath, 1984

  68. McGrath, 1984

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

  70. Huffmeier & Hertel, 2011

  71. Levi, 2017

  72. Levi, 2017; Levi & Cadiz, 1998

  73. Levi & Cadiz, 1998

  74. TEAMS CANNOT LIVE ON TASKS ALONE Levi, 2017

  75. 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
  76. Steiner, 1972

  77. Ringelmann, 1913; Steiner, 1972; Kravitz & Martin, 1986

  78. RINGELMANN, 1913

  79. Steiner, 1972

  80. Steiner, 1972

  81. Steiner, 1972

  82. Steiner, 1972

  83. Williams, Harkins, Latané, 1981

  84. None
  85. Arterberry, Cain & Chopko, 2007; Harkins & Szymanski, 1987, 1988;

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

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

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

  89. TEAMS NEED TIME TO CYCLE AND REST

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

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

  92. Forsyth, 2010

  93. None
  94. TRIPLETT, 1898

  95. Triplett, 1898

  96. Triplett, 1898

  97. Cottrell, 1972

  98. TRANSACTIVE MEMORY

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

  100. None
  101. 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
  102. Burke, Stagl, Salas, Pierce, & Kendall, 2006

  103. None
  104. None
  105. Levi, 2017

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

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

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

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

  110. None
  111. None
  112. Gigone & Hastie, 1997

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

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

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

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

  117. Levi, 2017; Gibson & Gibbs, 2006

  118. FAILURE IS OPPORTUNITY FOR LEARNING

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

  120. TALK LESS LISTEN MORE

  121. None
  122. 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
  123. DIVERSITY DIVERSITY DIVERSITY DIVERSITY Mannix & Neale, 2005

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

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

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

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

  128. None
  129. Not all work groups are 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
  130. Use teams when: •You need creativity & innovation •You have

    interdependent & complex tasks •You can balance individual and team tasks
  131. 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
  132. WHAT YOU CAN DO

  133. None
  134. 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
  135. None
  136. 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
  137. None
  138. 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 – especially if you identify as male
  139. None
  140. omhug.org @oma_mhug

  141. OSMI 2019 Survey https://osmi.us/survey2019

  142. Slides: Arthur Doler @arthurdoler arthurdoler@gmail.com Handout: bit.ly/art-teamwork-necode2019 None twitch.tv/arthurdoler