How to Work with People: A Guide to Playing Nicely with Others (Self.Conference 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-selfconf None
3. What IS a team? What do they do? What is their lifecycle? How do we make them better? When should we team?
7. Forsyth, 2010
8. Forsyth, 2010
9. Hayes, 2007; Forsyth, 2010
10. Stewart, 2006; Sundstrom et al., 2000; Hackman, 1986
11. ARE YOU ON A TEAM?
12. WHAT IF YOU’RE NOT?
13. Taylor, 2007; Krause & Wulff, 2005; McGuire, 2007
14. Production Service Project Parallel Action Management Sundstrom, 1999; Devine, 2002
15. Sundstrom, 1999
16. Sundstrom, 1999
17. Sundstrom, 1999
18. TUCKMAN’S TEAM DEVELOPMENT MODEL
19. Tuckman, 1965; Tuckman & Jensen, 1977
20. Marks, Mathieu, & Zaccaro, 2001; Gersick, 1988
21. Gersick, 1988; Humphrey & Aime, 2014
22. Levi, 2017;Tekleab, Quigley, and Tesluk, 2009; Cannon-Bowers et al., 1995; Cohen & Bailey, 1997
24. Beal, Cohen, Burke, & McLendon, 2003; Mullen & Copper, 1994
25. Dion, 2000; Friedkin, 2004; Siebold, 2007 THERE’S NO “TYPICAL” COHESIVE GROUP
26. McKenna, 1994; Wech et al., 1998
28. Cohen & Bailey, 1997
30. Levi, 2017
31. DeWit, Greer, & Jehn, 2012
32. Tekleab et al., 2009
33. Smoke & Zajonc, 1962; O’Neill et al., 2013
34. Cohen & Bailey, 1997; O’Neill et al., 2013
35. Levi, 2017; Choi & Cho, 2011
36. WE DISLIKE PEOPLE WHO ROCK THE BOAT & SLOW US DOWN Kruglanski & Webster, 1991; Burstein & Worchel, 1962
37. ENCOURAGING TASK CONFLICT Tjosvold et al., 2014; DeDreu & Weingart, 2003; Ilgen, Hollenbeck, Johnson, & Jundt, 2005
38. THERE’S USUALLY MORE THAN ONE WAY TO DO THINGS
39. MANAGING BAD CONFLICT Tekleab et al., 2009; Tjosvold, 2005; Betancourt & Blair, 1992; Ferguson & Rule, 1983; Kressel, 2000
41. Feldman, 1984; Gelfand, 2018
42. Hawthorne, 1920
43. ASCH, 1951
44. Asch, 1951
45. Asch, 1951
46. Moscovici, 1976, 1980, 1985
47. Moscovici, 1976, 1980, 1985
48. HOW TO CHANGE YOUR TEAM’S MIND WHEN YOU’RE IN THE MINORITY
49. 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
50. Branscombe et al., 2002; Jetten et al., 2003; Beirnat et al., 1998
51. BUILD A PROCESS FOR DISSENT
53. CAN WE SPEED UP STORMING AND NORMING? Hackman, 1990
54. Scholtes, 1988; Levi, 2017
55. Pokras, 1995; Matheiu & Rapp, 2009
56. Herrenkohl, 2004; Mathieu & Rapp, 2009
61. McGrath, 1984
62. Huffmeier & Hertel, 2011 TASK BEHAVIORS AND SOCIAL BEHAVIORS
63. Huffmeier & Hertel, 2011
64. Levi, 2017
65. Levi, 2017; Levi & Cadiz, 1998
66. Levi & Cadiz, 1998
67. TEAMS CANNOT LIVE ON TASKS ALONE Levi, 2017
68. 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
69. Steiner, 1972
70. Ringelmann, 1913; Steiner, 1972; Kravitz & Martin, 1986
71. RINGELMANN, 1913
72. Steiner, 1972
73. Steiner, 1972
74. Steiner, 1972
75. Steiner, 1972
76. Williams, Harkins, Latané, 1981
78. Arterberry, Cain & Chopko, 2007; Harkins & Szymanski, 1987, 1988; Jackson & Latané, 1981; Haslam, 2004; Kameda et al., 1992; Kerr & Bruun, 1983
79. Stark, Shaw, & Duffy, 2007; Honeywell-Johnson & Dickinson, 1999; Liden et al., 2004; De Matteo, Eby, & Sundstrom, 1998
80. HOW LONG CAN YOU SUSTAIN YOUR MAXIMUM?
81. TEAMS NEED TIME TO CYCLE AND REST
82. MOTIVATION LOSSES AND COORDINATION LOSSES Steiner, 1972; Latané, Williams & Harkins, 1979
83. Cannon-Bowers et al., 1995; Cohen & Bailey, 1997
84. Forsyth, 2010
86. TRIPLETT, 1898
87. Triplett, 1898
88. Triplett, 1898
89. Cottrell, 1972
90. TRANSACTIVE MEMORY
91. Hollingshead, 2001; Wegner, Guiliano & Hertel, 1985
93. 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
94. Burke, Stagl, Salas, Pierce, & Kendall, 2006
97. Levi, 2017
98. McGrath, Berdahl, & Arrow, 1995; Jackson & Ruderman, 1995
99. McGrath, Berdahl, & Arrow, 1995; Jackson & Ruderman, 1995
100. McGrath, Berdahl, & Arrow, 1995; Jackson & Ruderman, 1995
101. McGrath, Berdahl, & Arrow, 1995; Jackson & Ruderman, 1995
104. Gigone & Hastie, 1997
105. RESIST YOUR INITIAL PREFERENCE: ADVOCATE FOR POSITIONS Greitemeyer et al., 2006
106. Larson, Foster-Fishman & Keys, 1994; Winquist & Larson, 1998
107. DeDreu & Weingart, 2003; Edmondson & Lei, 2014
108. Quoidbach & Hansenne, 2009; Druskat & Wolff, 2001
109. TALK LESS LISTEN MORE
111. 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
112. DIVERSITY DIVERSITY DIVERSITY DIVERSITY Mannix & Neale, 2005
113. Smith-Jentsch et al., 2008; West, 2004
115. 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
116. Use teams when: •You need creativity & innovation •You have interdependent & complex tasks •You can balance individual and team tasks
117. 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
120. 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
122. 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
124. 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
126. OSMI 2019 Survey https://osmi.us/survey2019
127. Slides: Arthur Doler @arthurdoler arthurdoler@gmail.com Handout: bit.ly/art-teamwork-selfconf None twitch.tv/arthurdoler