Controversy with Civility

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Controversy with Civility : 

Controversy with Civility Jane Lee and Johanna Comartin

Overview : 

Overview Tips for developing strong teams Tips for dealing with controversy Practical examples Questions & further discussion

Introductions : 

Introductions In your small group, please introduce yourselves and share how many years you have been part of a ‘team’. Tally up those numbers and be prepared to share with the larger group.

BUILDING A STRONG TEAM DOESN’T HAPPEN BY CHANCE… : 

BUILDING A STRONG TEAM DOESN’T HAPPEN BY CHANCE…

Dyer’s Team Building Model : 

Dyer’s Team Building Model

Manage Context By… : 

Manage Context By… Having clear, measurable goals & group rewards for meeting these goals. Team members all agree on the importance of teamwork. Encouraging organizational culture that supports teamwork oriented processes.

Manage Composition By… : 

Manage Composition By… Establishing processes to select individuals Developing the technical and interpersonal skills Fostering commitment Ensuring the group size is not too big/small Removing individuals who lack skills/motivation

Evaluating & Managing Team Members : 

Evaluating & Managing Team Members Skills Motivation Adapted from Dyer 2007

Manage Competencies By… : 

Manage Competencies By… Having clear, measurable goals Helping team members understand their role Having effective decision making processes Effective communication and feedback Fostering trust/commitment Resolve disputes/disagreements promptly

Manage Change By… : 

Manage Change By… Showing ability to change and adapt to new conditions Monitor performance and change plans as needed Frequent evaluation of team, projects and programs Embracing a philosophy that change is good and allowing constructive controversy

Constructive Controversy : 

Constructive Controversy The willingness to explore all sides of every issue Building constructive controversy Common goals/vision Diversity is an important value Clear guidelines of processes Group critiques itself regularly

“Controversy, when discussed in a cooperative context, promotes elaboration of views, the search for new information and ideas, and the integration of apparently opposing positions.” ~ Dyer : 

“Controversy, when discussed in a cooperative context, promotes elaboration of views, the search for new information and ideas, and the integration of apparently opposing positions.” ~ Dyer

Controversy with Civility : 

Controversy with Civility “…if team members are not making one another uncomfortable at times, if they’re never pushing one another outside of their emotional comfort zones during discussions, then it is extremely likely that they’re not making the best decisions for the organization.” ~Lencioni

The “What Happened?” conversation : 

Three Conversations The “What Happened?” conversation The feelings conversation The identity conversation Stone, Patten & Heen (1999)

The “What happened” Conversation? : 

The “What happened” Conversation? The truth assumption The invention intention The blame frame

The Feelings Conversation : 

The Feelings Conversation Feelings are at the very core of difficult conversations By avoiding feelings in the moment, you can have unexpressed feelings leak into the conversation

The Identity Conversation : 

The Identity Conversation It’s about who we are and how we see ourselves Anytime a conversation seems difficult its because its about YOU!

Learning Conversation : 

Learning Conversation When you appreciate… the complexity of perceptions and intentions the reality of joint contribution the central role that feelings play … it leads to learning!

Additional Resources : 

Additional Resources Student Group Services Peer Support Centre OmbudService Books: Five Dysfunctions of a Team, Difficult Conversations, How to Observe Your Group, Team Building