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!

Transcript

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
3. What IS a team? What do they do? What is their lifecycle? How do we make them better? When should we team?
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
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
31. Cohen & Bailey, 1997
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
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
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
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
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
94. TRIPLETT, 1898
95. Triplett, 1898
96. Triplett, 1898
97. Cottrell, 1972
98. TRANSACTIVE MEMORY
99. Hollingshead, 2001; Wegner, Guiliano & Hertel, 1985
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
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
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
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
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
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
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
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
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