How to Work with People: A Guide to Playing Nicely with Others (Self.Conference 2019)

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!

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Arthur Doler

June 08, 2019
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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
  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. 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
  23. None
  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

  27. None
  28. Cohen & Bailey, 1997

  29. None
  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
  40. None
  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

  52. None
  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

  57. None
  58. None
  59. None
  60. None
  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

  77. None
  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

  85. None
  86. TRIPLETT, 1898

  87. Triplett, 1898

  88. Triplett, 1898

  89. Cottrell, 1972

  90. TRANSACTIVE MEMORY

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

  92. None
  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

  95. None
  96. None
  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

  102. None
  103. None
  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

  110. None
  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

  114. None
  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
  118. None
  119. None
  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
  121. None
  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
  123. None
  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
  125. None
  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