Memory Jogger Team

The
TEAM
MEMORY
JOGGER
TM
A
Pocket
Guide
for
Team
Members
A GOAL/QPC-
Publication
IMPROVING THE WAY ORGANIZATIONS RUN
THE
TEAM
MEMORY JOGGER™
A pocket guide for team members
First Edition
GOAL/QPC and Oriel Incorporated

The Team Memory Jogger™ Dear Team Member,
Since the early 1980s, Oriel Incorporated
© 1995 GOAL/QPC and Oriel Incorporated
All Rights Reserved.
and GOAL/QPC have both been leaders in
Any reproduction of any part of this publication without helping organizations continuously improve
the written permission of GOAL/QPC (603) 890-8800 or their business performance.
Oriel Incorporated (608) 238-8134 is prohibited. We both have publications that
organizations have found helpful in
Development Team creating a more productive workplace
GOAL/QPC Joiner Associates Inc. through techniques such as process
improvement, problem solving, and
Michael Brassard, Sue Reynard, Writer and effective teamwork. The Memory Jogger™
Developer Project Leader has helped over 5 million customers
Bob Page, Project Leader Barbara Streibel, Subject around the world make fuller use of
Matter Expert graphical and statistical methods. The
Dorie Overhoff, Marketing
& Customer Research Pat Zander, Marketing
Team Handbook, with more than 700,000
copies in circulation, has helped
Michele Kierstead, Layout Laurie Joiner, Executive thousands of teams achieve significant
Advisor Vice President progress.
Richard Morrison, Chief Brian Sullivan, Desktop
Operating Officer Publishing
We have now joined together to create a
convenient, practical guide for team
Jan Angell, Desktop members—The Team Memory Jogger™.
Publishing Here you’ll find additional inspiration,
information, and tips you need for even
more productive teamwork. Please let us
know what you think.
Printed in the United States of America Sincerely,
First Edition
10 9 8 7 6 5
The Team Memory Jogger™ Dear Team Member,
Since the early 1980s, Oriel Incorporated
© 1995 GOAL/QPC and Oriel Incorporated
All Rights Reserved.
and GOAL/QPC have both been leaders in
Any reproduction of any part of this publication without helping organizations continuously improve
the written permission of GOAL/QPC (603) 890-8800 or their business performance.
Oriel Incorporated (608) 238-8134 is prohibited. We both have publications that
organizations have found helpful in
Development Team creating a more productive workplace
GOAL/QPC Joiner Associates Inc. through techniques such as process
improvement, problem solving, and
Michael Brassard, Sue Reynard, Writer and effective teamwork. The Memory Jogger™
Developer Project Leader has helped over 5 million customers
Bob Page, Project Leader Barbara Streibel, Subject around the world make fuller use of
Matter Expert graphical and statistical methods. The
Dorie Overhoff, Marketing
& Customer Research Pat Zander, Marketing
Team Handbook, with more than 700,000
copies in circulation, has helped
Michele Kierstead, Layout Laurie Joiner, Executive thousands of teams achieve significant
Advisor Vice President progress.
Richard Morrison, Chief Brian Sullivan, Desktop
Operating Officer Publishing
We have now joined together to create a
convenient, practical guide for team
Jan Angell, Desktop members—The Team Memory Jogger™.
Publishing Here you’ll find additional inspiration,
information, and tips you need for even
more productive teamwork. Please let us
know what you think.
Printed in the United States of America Sincerely,
First Edition
10 9 8 7 6 5
Acknowledgments Table of Contents
We thank the following people for their
contributions to this book.
Introduction..............................................1
Mike Adams, Opryland Kevin Kelleher, Oriel
USA Incoporated
Carol Anderson, Park Donna Koenig, Land
Nicollet Medical Center O’Lakes Chapter 1: Preparing to Be an Effective
Team Member
Davis Balestracci, Park Robyn Kuttler, Inova
Nicollet Medical Center Health Systems Personal Skills Checklist ...........................6
Daniel Brown, Busch John Lowe, Sea World You and Your Team....................................7
Entertainment Corp. of Ohio
Taking Responsibility .................................8
Elaine Engelke, Public Kimberly Maginnis,
Service Commission Urgent Medical Care Following Through
on Commitments .....................................10
Bob Faneuff, Air Force Ralph Miller, S&B
Quality Institute Engineering Contributing to Discussions .....................12
Bill Farrell, Army & Air Keith Nowack, Atlantic Listening to Understand...........................15
Force Exchange Steel Corporation Getting Your Message Across
Paul Grunzke, Air Antonio Rodriguez, Clearly .....................................................19
Force Quality Institute Department of the Navy
Giving Useful Feedback ..........................21
Kathleen Holm, Land Dan Sage, Public
O’Lakes Service Commission Accepting Feedback ................................26
Brian Joiner, Joiner Don Walker, Toshiba Action Tips ...............................................28
Associates Inc. USA
Acknowledgments Table of Contents
We thank the following people for their
contributions to this book.
Introduction..............................................1
Mike Adams, Opryland Kevin Kelleher, Oriel
USA Incoporated
Carol Anderson, Park Donna Koenig, Land
Nicollet Medical Center O’Lakes Chapter 1: Preparing to Be an Effective
Team Member
Davis Balestracci, Park Robyn Kuttler, Inova
Nicollet Medical Center Health Systems Personal Skills Checklist ...........................6
Daniel Brown, Busch John Lowe, Sea World You and Your Team....................................7
Entertainment Corp. of Ohio
Taking Responsibility .................................8
Elaine Engelke, Public Kimberly Maginnis,
Service Commission Urgent Medical Care Following Through
on Commitments .....................................10
Bob Faneuff, Air Force Ralph Miller, S&B
Quality Institute Engineering Contributing to Discussions .....................12
Bill Farrell, Army & Air Keith Nowack, Atlantic Listening to Understand...........................15
Force Exchange Steel Corporation Getting Your Message Across
Paul Grunzke, Air Antonio Rodriguez, Clearly .....................................................19
Force Quality Institute Department of the Navy
Giving Useful Feedback ..........................21
Kathleen Holm, Land Dan Sage, Public
O’Lakes Service Commission Accepting Feedback ................................26
Brian Joiner, Joiner Don Walker, Toshiba Action Tips ...............................................28
Associates Inc. USA
Chapter 2: Getting a Good Start Implementing Changes..........................100
Start-Up Checklist....................................30 Checking Results and Progress ............103
Keys to Getting a Good Start...................31 Keeping Records and Documentation...108
Agreeing on a Team Purpose ..................32 Action Tips .............................................110
Identifying Stakeholders ..........................37
Identifying Limits and Expectations .........44
Defining Team Roles ...............................48
Chapter 4: Knowing When and How
Agreeing on Ground Rules ......................53 to End
Arranging Logistics ..................................58 Closure Checklist ...................................112
Action Tips ...............................................60 When It’s Time to End............................113
Knowing You Have Achieved
Your Purpose .........................................114
Maintaining the Gains ............................116
Chapter 3: Getting Work Done in Teams
Completing Your Documentation ...........120
Team Work Methods Checklist ................62
Evaluating Your Team’s Work ................124
Working in Teams ....................................63
Sharing Results .....................................126
Creating Work Plans ...............................64
Recognition and Celebration .................132
Having Productive Meetings....................71
Action Tips .............................................134
Using Data...............................................87
Making Good Decisions...........................92
Evaluating Potential Solutions .................96
Chapter 2: Getting a Good Start Implementing Changes..........................100
Start-Up Checklist....................................30 Checking Results and Progress ............103
Keys to Getting a Good Start...................31 Keeping Records and Documentation...108
Agreeing on a Team Purpose ..................32 Action Tips .............................................110
Identifying Stakeholders ..........................37
Identifying Limits and Expectations .........44
Defining Team Roles ...............................48
Chapter 4: Knowing When and How
Agreeing on Ground Rules ......................53 to End
Arranging Logistics ..................................58 Closure Checklist ...................................112
Action Tips ...............................................60 When It’s Time to End............................113
Knowing You Have Achieved
Your Purpose .........................................114
Maintaining the Gains ............................116
Chapter 3: Getting Work Done in Teams
Completing Your Documentation ...........120
Team Work Methods Checklist ................62
Evaluating Your Team’s Work ................124
Working in Teams ....................................63
Sharing Results .....................................126
Creating Work Plans ...............................64
Having Productive Meetings....................71
Action Tips .............................................134
Using Data...............................................87
Making Good Decisions...........................92
Evaluating Potential Solutions .................96
Chapter 5: Problems Within the Team INTRODUCTION
Checklist of Common Problems ............136
Team Problems in a Context .................137 Being part of a team
Handling Conflict and Disagreement .....138 By becoming part of a team, you have a chance
to help your organization tap into a tremendous
Dealing With Power and Authority .........144 reservoir of talent, knowledge, and creativity…
Dealing With Overbearing Experts ........146 YOU! You also have a chance to take advantage
of a great learning opportunity.
Lack of Focus ........................................149
• You can learn more about your job and the
Too Much Agreement.............................154
people you work with, as well as your
Uneven Participation .............................156 organization and its customers.
Lack of Follow-Through .........................158 • You also have a chance to learn and practice
Action Tips .............................................160 useful work skills.
But working on a team also has challenges.

Index .....................................................161
• For one thing, teams are often brought
together to deal with complex or long-
standing business problems. So the work itself
may not be easy. Periods of rapid progress
will likely alternate with periods of frustrating
setbacks.
• In addition, coordinating the efforts,
schedules, and interests of many people is not
simple.
Chapter 5: Problems Within the Team INTRODUCTION
Checklist of Common Problems ............136
Team Problems in a Context .................137 Being part of a team
Handling Conflict and Disagreement .....138 By becoming part of a team, you have a chance
to help your organization tap into a tremendous
Dealing With Power and Authority .........144 reservoir of talent, knowledge, and creativity…
Dealing With Overbearing Experts ........146 YOU! You also have a chance to take advantage
of a great learning opportunity.
Lack of Focus ........................................149
• You can learn more about your job and the
people you work with, as well as your
Uneven Participation .............................156 organization and its customers.
Lack of Follow-Through .........................158 • You also have a chance to learn and practice
Action Tips .............................................160 useful work skills.
But working on a team also has challenges.

Index .....................................................161
• For one thing, teams are often brought
together to deal with complex or long-
standing business problems. So the work itself
may not be easy. Periods of rapid progress
will likely alternate with periods of frustrating
setbacks.
• In addition, coordinating the efforts,
schedules, and interests of many people is not
simple.
• While some people work on teams full time, consciously deciding how they want to work.
most have to juggle team work with their This chapter pulls together key issues that
ongoing job responsibilities. teams should work on right up front.
• Though it is exciting to be with people who • Doing work as a team (Chapter 3, pp. 61-110)
have different ideas and perspectives, it can Many of the basic work skills you already
also lead to conflict and frustration. have are useful for working on a team as well.
This chapter provides reminders on how to
The Team Memory Jogger™ can help you take
use those skills when working with other
advantage of the rewards offered by team
people.
membership and work through the challenges.
• Knowing when and how to end (Chapter 4,
pp. 111-134)
How this book can help
It is easy for team members to get so wrapped
This book contains guidelines that can increase up in a particular effort that they ignore the
your chances of having a good team experience. signals that indicate it is time to stop and
It is intended to serve as a quick reminder of move on to something else. This chapter
things you have already learned through training reviews steps the team can take to end
or experience on the job. The topics are: successfully.
• Preparing to be an effective team member • Problems within the team (Chapter 5,
(Chapter 1, pp. 5-28) pp. 135-160)
A team can only be as effective as its All teams run into problems now and then.
individual members. This chapter covers basic There are times when people get along and
skills that can help you contribute to your work flows smoothly, and times when people
team. argue and progress stops. Learning how to
work through the problem times is critical for
• Getting a good start (Chapter 2, pp. 29-60)
having an effective team. While some team
Many teams get well into an effort without
problems are quite serious and require help
fully understanding why they exist or
2 Introduction Introduction 3
• While some people work on teams full time, consciously deciding how they want to work.
most have to juggle team work with their This chapter pulls together key issues that
ongoing job responsibilities. teams should work on right up front.
• Though it is exciting to be with people who • Doing work as a team (Chapter 3, pp. 61-110)
have different ideas and perspectives, it can Many of the basic work skills you already
also lead to conflict and frustration. have are useful for working on a team as well.
This chapter provides reminders on how to
The Team Memory Jogger™ can help you take
use those skills when working with other
advantage of the rewards offered by team
people.
membership and work through the challenges.
• Knowing when and how to end (Chapter 4,
pp. 111-134)
How this book can help
It is easy for team members to get so wrapped
This book contains guidelines that can increase up in a particular effort that they ignore the
your chances of having a good team experience. signals that indicate it is time to stop and
It is intended to serve as a quick reminder of move on to something else. This chapter
things you have already learned through training reviews steps the team can take to end
or experience on the job. The topics are: successfully.
• Preparing to be an effective team member • Problems within the team (Chapter 5,
(Chapter 1, pp. 5-28) pp. 135-160)
A team can only be as effective as its All teams run into problems now and then.
individual members. This chapter covers basic There are times when people get along and
skills that can help you contribute to your work flows smoothly, and times when people
team. argue and progress stops. Learning how to
work through the problem times is critical for
• Getting a good start (Chapter 2, pp. 29-60)
having an effective team. While some team
Many teams get well into an effort without
problems are quite serious and require help
fully understanding why they exist or
2 Introduction Introduction 3
from outside experts, there are steps that team CHAPTER 1
members can take to help their teams. This
chapter provides troubleshooting tips on how
to work through team problems
Who is this book for?

This book is targeted at team members—the PREPARING TO BE AN
people who carry out the work of the team. Each EFFECTIVE TEAM MEMBER
topic is examined from the viewpoint of what a
team member can do, not what the team leader or
a manager should do. The basic information here Quick Finder
is relevant to all kinds of teams—project teams, Personal Skills Checklist ...........................6
process improvement teams, self-directed or
intact work teams, task forces, and so on. You and Your Team....................................7
Responsibility ............................................8
Commitments ..........................................10
How to use this book
Discussions .............................................12
• If you have a specific topic you’re interested
in, check the Index or Table of Contents. Listening ..................................................15
• To get an overview of what’s in each chapter, Communicating Messages ......................19
go to the chapter title pages (they all have a Giving Feedback......................................21
blue edge). Turn the page and you’ll see a
checklist to help you determine which topic Accepting Feedback ................................26
might be useful to you. Action Tips ...............................................28
4 Introduction
from outside experts, there are steps that team CHAPTER 1
members can take to help their teams. This
chapter provides troubleshooting tips on how
to work through team problems
Who is this book for?

This book is targeted at team members—the PREPARING TO BE AN
people who carry out the work of the team. Each EFFECTIVE TEAM MEMBER
topic is examined from the viewpoint of what a
team member can do, not what the team leader or
a manager should do. The basic information here Quick Finder
is relevant to all kinds of teams—project teams, Personal Skills Checklist ...........................6
process improvement teams, self-directed or
intact work teams, task forces, and so on. You and Your Team....................................7
Responsibility ............................................8
Commitments ..........................................10
How to use this book
Discussions .............................................12
• If you have a specific topic you’re interested
in, check the Index or Table of Contents. Listening ..................................................15
• To get an overview of what’s in each chapter, Communicating Messages ......................19
go to the chapter title pages (they all have a Giving Feedback......................................21
blue edge). Turn the page and you’ll see a
checklist to help you determine which topic Accepting Feedback ................................26
might be useful to you. Action Tips ...............................................28
4 Introduction
Personal Skills Checklist You and
Working as part of a team is different than doing a Your Team
job by yourself. It requires specific skills, many of
which you may already have. Take a minute to ask Much of this book talks about things that you
yourself how ready you are to be part of a team. and your teammates have to work on together—
like creating plans, making changes, solving
es
problems.
tim
For example,
y
rel
ten
me
how often do you… But the real foundation of a strong team is strong
Ra
So
Of
members: People committed to making the team
Take responsibility for the ❍ ❍ ❍ a success. People who know how to get their
success of the team (p. 8) ideas across. People who can listen to others and
who are open to new ideas. People who are
Follow through on ❍ ❍ ❍ willing to expose and deal with problems rather
commitments (p.10) than hide them under the rug.
Contribute to discussions ❍ ❍ ❍ Nobody reaches this stage overnight. And no one
(p. 12) ever does all these things all the time. But with
practice, we can all become more effective team
Actively listen to others ❍ ❍ ❍
members.
(p. 15)
Get your message across ❍ ❍ ❍ Tips on using this chapter

clearly (p. 19) • Review the checklist on the previous page and
evaluate how well you practice these skills.
Give useful feedback ❍ ❍ ❍
(p. 21) • Read about the areas you’d like to improve.
Accept feedback easily ❍ ❍ ❍ • Later on, skim through this chapter

(p. 26) periodically to remind yourself of key points.
6 Preparing to Be an Effective Team Member Preparing to Be an Effective Team Member 7

© 1995 GOAL/QPC, Oriel Incorporated © 1995 GOAL/QPC, Oriel Incorporated
Personal Skills Checklist You and
Working as part of a team is different than doing a Your Team
job by yourself. It requires specific skills, many of
which you may already have. Take a minute to ask Much of this book talks about things that you
yourself how ready you are to be part of a team. and your teammates have to work on together—
like creating plans, making changes, solving
es
problems.
tim
For example,
y
rel
ten
me
how often do you… But the real foundation of a strong team is strong
Ra
So
Of
members: People committed to making the team
Take responsibility for the ❍ ❍ ❍ a success. People who know how to get their
success of the team (p. 8) ideas across. People who can listen to others and
who are open to new ideas. People who are
Follow through on ❍ ❍ ❍ willing to expose and deal with problems rather
commitments (p.10) than hide them under the rug.
Contribute to discussions ❍ ❍ ❍ Nobody reaches this stage overnight. And no one
(p. 12) ever does all these things all the time. But with
practice, we can all become more effective team
Actively listen to others ❍ ❍ ❍
members.
(p. 15)
Get your message across ❍ ❍ ❍ Tips on using this chapter

clearly (p. 19) • Review the checklist on the previous page and
evaluate how well you practice these skills.
Give useful feedback ❍ ❍ ❍
(p. 21) • Read about the areas you’d like to improve.
Accept feedback easily ❍ ❍ ❍ • Later on, skim through this chapter

(p. 26) periodically to remind yourself of key points.

What you can do
Taking
• Commit yourself to being part of the
Responsibility
team’s success
Why it’s important – Focus on the team’s purpose.
One of the key things to share on a team is the – Help the team get its work done.
responsibility for making it a success. Having all – Speak out when you think the team is
team members be responsible is important going in a wrong direction.
because… – Remember that you are working
• Teams often get involved in work that is with other people, not against them.
important to the organization’s business • Help your team build a common
success. understanding of the issues it faces
• Doing this work well requires the – Speak up when you have ideas to share.
commitment and dedication of all team – Listen to others and let them influence
members. you; build on ideas already offered.
• Each team member has a unique perspective – Express your support of others’ ideas.
to offer.
• Be responsible for what you say and do
– Often the best ideas are left unsaid. Your
ideas may be critical to helping the team – Keep your commitments to the team. (See
find a workable solution. p. 10)
– Be aware of how your words and actions
affect your team. (See pp. 12 and 21)

What you can do
Taking
• Commit yourself to being part of the
Responsibility
team’s success
Why it’s important – Focus on the team’s purpose.
One of the key things to share on a team is the – Help the team get its work done.
responsibility for making it a success. Having all – Speak out when you think the team is
team members be responsible is important going in a wrong direction.
because… – Remember that you are working
• Teams often get involved in work that is with other people, not against them.
important to the organization’s business • Help your team build a common
success. understanding of the issues it faces
• Doing this work well requires the – Speak up when you have ideas to share.
commitment and dedication of all team – Listen to others and let them influence
members. you; build on ideas already offered.
• Each team member has a unique perspective – Express your support of others’ ideas.
to offer.
• Be responsible for what you say and do
– Often the best ideas are left unsaid. Your
ideas may be critical to helping the team – Keep your commitments to the team. (See
find a workable solution. p. 10)
– Be aware of how your words and actions
affect your team. (See pp. 12 and 21)

What you can do
Following Through
• Make your best effort to keep your
on Commitments
commitments
Why it’s important – Find some way to remind yourself of
Other team members depend on you to get your deadlines and commitments. For example,
work done so they can get their work done. make notes in a calendar or carry a small
Completing assignments on time helps your team pocket-sized notebook.
make progress and maintain momentum. – If you cannot follow through on a
particular task, let people know as soon as
possible so other arrangements can be
made.
• Consider your current commitments and

priorities before agreeing to take on more
work
– Discuss your priorities with your
supervisor, manager, or team leader.
– Though it can be hard to do, saying “no”
is more helpful to the team than promising
to do something you cannot do.
➤ TIP Ask your teammates, team leader, or

manager for help if you have trouble following
through on commitments. See if your workload
can be temporarily adjusted or if others could
help you complete specific tasks.

What you can do
Following Through
• Make your best effort to keep your
on Commitments
commitments
Why it’s important – Find some way to remind yourself of
Other team members depend on you to get your deadlines and commitments. For example,
work done so they can get their work done. make notes in a calendar or carry a small
Completing assignments on time helps your team pocket-sized notebook.
make progress and maintain momentum. – If you cannot follow through on a
particular task, let people know as soon as
possible so other arrangements can be
made.
• Consider your current commitments and

priorities before agreeing to take on more
work
– Discuss your priorities with your
supervisor, manager, or team leader.
– Though it can be hard to do, saying “no”
is more helpful to the team than promising
to do something you cannot do.
➤ TIP Ask your teammates, team leader, or

manager for help if you have trouble following
through on commitments. See if your workload
can be temporarily adjusted or if others could
help you complete specific tasks.

Contributing to
Discussions
✓ Discussion skills checklist
❍
The list below and on the next page gives
Why it’s important examples of useful discussion skills. How many
The power of teams lies in having people share of them do you practice regularly?
their ideas and experiences. Much of that sharing ❍ I give reasons for my opinions
happens through discussions. The better your
“I disagree. I get more complaints from
discussion skills, the more you will be able to
customers about packaging than about
help your team. These discussion skills are
delivery time.”
useful in many situations. You’ll find them
referred to throughout this book. ❍ I ask others to explain reasons behind their
opinions
“Olivia, could you tell me more about why you
think we need a new supplier?”
What you can do
❍ I help involve other people by asking for
• Contribute your ideas and suggestions to
their opinions or ideas
discussions
“I’d like to hear what Mary and Tom have to
• Listen closely to others say about what goes on in the production
– This is a very important skill. (See pp. 15 line.”
to 18) ❍ I try to bring the group back on track
• Help manage your team’s discussions when discussions wander
“I agree that figuring out the accounting
– Help keep the discussions on track.
codes is important, but can we list it as a
– Help involve everyone. topic for our next meeting and get back to
today’s agenda item?”

Contributing to
Discussions
✓ Discussion skills checklist
❍
The list below and on the next page gives
Why it’s important examples of useful discussion skills. How many
The power of teams lies in having people share of them do you practice regularly?
their ideas and experiences. Much of that sharing ❍ I give reasons for my opinions
happens through discussions. The better your
“I disagree. I get more complaints from
discussion skills, the more you will be able to
customers about packaging than about
help your team. These discussion skills are
delivery time.”
useful in many situations. You’ll find them
referred to throughout this book. ❍ I ask others to explain reasons behind their
opinions
“Olivia, could you tell me more about why you
think we need a new supplier?”
What you can do
❍ I help involve other people by asking for
• Contribute your ideas and suggestions to
their opinions or ideas
discussions
“I’d like to hear what Mary and Tom have to
• Listen closely to others say about what goes on in the production
– This is a very important skill. (See pp. 15 line.”
to 18) ❍ I try to bring the group back on track
• Help manage your team’s discussions when discussions wander
“I agree that figuring out the accounting
– Help keep the discussions on track.
codes is important, but can we list it as a
– Help involve everyone. topic for our next meeting and get back to
today’s agenda item?”

Discussion skills checklist, cont.
Listening
to Understand
❍ I pull together and summarize ideas
“It sounds like all the problems are related to Why it’s important
faulty magnetic strips on the new ATM cards.
Is that right?” The success of a team often depends on how
often and how easily team members reach a
❍ I suggest methods the group can use to common understanding of issues. Listening to
work on issues understand what your teammates are trying to
“I’m having a hard time keeping track of all the say is at the very heart of teamwork.
ideas being raised. Why don’t we all take a
minute to silently write down our ideas and Listening is also an important sign of respect. It
then go around the table and hear what encourages your teammates to participate in the team
everyone has to say?” and shows that you value their opinions and ideas.
❍ I help the group check for agreement

“Do we all agree that we should focus our What you can do
attention on incorrect entries?” • Give others your full attention
❍ I try to find areas of agreement in – Resist distractions. Keep focused on the
conflicting points of view speaker even when other things are going
“Michael and Barb, am I right in thinking that on in the room.
you both agree the current computer
• Be open to others’ ideas
programs can’t do what we need them to do,
but that you each have different ideas about – Concentrate on understanding the speaker.
what new program we should switch to?” – Accept that the speaker’s views, opinions,
and values may be different than yours—
and might be better!

Discussion skills checklist, cont.
Listening
to Understand
❍ I pull together and summarize ideas
“It sounds like all the problems are related to Why it’s important
faulty magnetic strips on the new ATM cards.
Is that right?” The success of a team often depends on how
often and how easily team members reach a
❍ I suggest methods the group can use to common understanding of issues. Listening to
work on issues understand what your teammates are trying to
“I’m having a hard time keeping track of all the say is at the very heart of teamwork.
ideas being raised. Why don’t we all take a
minute to silently write down our ideas and Listening is also an important sign of respect. It
then go around the table and hear what encourages your teammates to participate in the team
everyone has to say?” and shows that you value their opinions and ideas.
❍ I help the group check for agreement

“Do we all agree that we should focus our What you can do
attention on incorrect entries?” • Give others your full attention
❍ I try to find areas of agreement in – Resist distractions. Keep focused on the
conflicting points of view speaker even when other things are going
“Michael and Barb, am I right in thinking that on in the room.
you both agree the current computer
• Be open to others’ ideas
programs can’t do what we need them to do,
but that you each have different ideas about – Concentrate on understanding the speaker.
what new program we should switch to?” – Accept that the speaker’s views, opinions,
and values may be different than yours—
and might be better!

✓ Listening skills checklist
• Demonstrate that you are listening
– Ask questions. ❍
– Check your understanding. You may think you are listening to your
“If I hear you right, Julio, you’re saying you teammates, but are you really? Use the following
object to the changes because you think lists to identify areas you may need to work on.
our time estimates are unrealistic. Is
that right?”
• Combine the ideas you heard with other
es
tim
ideas raised by the team Signs you ARE
ten
rel
me
listening effectively
– Listening is more than just hearing the
Ra
Of
So
words someone says. Think about what I restate what I think I heard ❍ ❍ ❍
the person is saying and see if you can other people say as a way to
relate it to your own ideas or those of your check for understanding
other teammates.
➤ TIP Take notes. Try to capture the key words

I give my undivided attention ❍ ❍ ❍
to the speaker
as someone else speaks. Don’t worry about
trying to get every word down.
I listen with an open mind ❍ ❍ ❍
➤ TIP Pay attention to a person’s body
language. It can help you interpret their words. I ask people to slow down if ❍ ❍ ❍
they are speaking too fast
I ask people to explain words ❍ ❍ ❍

Examples of listening skills or terms that I don’t
The next two pages provide checklists to help understand
you judge how well you listen. Use them to help
you identify areas you may need to improve.
✓ Listening skills checklist
• Demonstrate that you are listening
– Ask questions. ❍
– Check your understanding. You may think you are listening to your
“If I hear you right, Julio, you’re saying you teammates, but are you really? Use the following
object to the changes because you think lists to identify areas you may need to work on.
our time estimates are unrealistic. Is
that right?”
• Combine the ideas you heard with other
es
tim
ideas raised by the team Signs you ARE
ten
rel
me
listening effectively
– Listening is more than just hearing the
Ra
Of
So
words someone says. Think about what I restate what I think I heard ❍ ❍ ❍
the person is saying and see if you can other people say as a way to
relate it to your own ideas or those of your check for understanding
other teammates.
➤ TIP Take notes. Try to capture the key words

I give my undivided attention ❍ ❍ ❍
to the speaker
as someone else speaks. Don’t worry about
trying to get every word down.
I listen with an open mind ❍ ❍ ❍
➤ TIP Pay attention to a person’s body
language. It can help you interpret their words. I ask people to slow down if ❍ ❍ ❍
they are speaking too fast
I ask people to explain words ❍ ❍ ❍

Examples of listening skills or terms that I don’t
The next two pages provide checklists to help understand
you judge how well you listen. Use them to help
you identify areas you may need to improve.
Listening skills checklist, cont.
Getting Your Message
The checklist on this page can serve as a quick
reminder of signs that you are not listening to
Across Clearly
your teammates.
Why it’s important
As a team member, you have a responsibility to
share your knowledge and experience with the
es
Signs you are NOT rest of the team. To make sure the full team
tim
y
listening
ten
rel
me
understands your point of view, it’s important for
Ra
Of
So
you to get your message across clearly.
I think about what to say ❍ ❍ ❍
next instead of listening
What you can do
I bring up ideas already ❍ ❍ ❍
suggested • Be clear about what messages or points you
want to make
I ask questions that have ❍ ❍ ❍ – Before you speak, try to be clear in your
already been answered own mind how your points relate to the
topic under discussion.
I lose track of a discussion or ❍ ❍ ❍ • Speak in ways that help people understand
decisions the team made what you want to say
I’m sure I know what people ❍ ❍ ❍ – See the following page for some hints.
are going to say before they • Be prepared to support your ideas with
say it examples, information, data, or pictures
I interrupt other speakers ❍ ❍ ❍

Listening skills checklist, cont.
Getting Your Message
The checklist on this page can serve as a quick
reminder of signs that you are not listening to
Across Clearly
your teammates.
As a team member, you have a responsibility to
share your knowledge and experience with the
es
Signs you are NOT rest of the team. To make sure the full team
tim
y
listening
ten
rel
me
understands your point of view, it’s important for
Ra
Of
So
you to get your message across clearly.
I think about what to say ❍ ❍ ❍
next instead of listening
What you can do
I bring up ideas already ❍ ❍ ❍
suggested • Be clear about what messages or points you
want to make
I ask questions that have ❍ ❍ ❍ – Before you speak, try to be clear in your
already been answered own mind how your points relate to the
topic under discussion.
I lose track of a discussion or ❍ ❍ ❍ • Speak in ways that help people understand
decisions the team made what you want to say
I’m sure I know what people ❍ ❍ ❍ – See the following page for some hints.
are going to say before they • Be prepared to support your ideas with
say it examples, information, data, or pictures
I interrupt other speakers ❍ ❍ ❍

Building your communication Giving
skills Useful Feedback
Speaking in a team meeting can be tough.
Fortunately, it gets easier with practice! Here
are some tips to help you get started: Giving feedback means sharing your reactions
• Speak loudly enough so others can hear. with a person regarding what they’ve said or
done. Giving feedback…
• Keep focused on key points. Don’t ramble.
• Explain special or unusual terms you
• Shows that you care about your relationship
use; avoid jargon when you can. with the other person.
• Avoid sarcasm or “put downs.” • Gives you and the other person a chance to
work out differences so your team can work
• Show how your message ties into the topic
more effectively.
being discussed.
• Practice making eye contact with the
people in the room.
What you can do
– This may be hard, but eye contact helps • Notice when someone else is doing
listeners feel more connected to you. It something particularly helpful to the team
also helps you know if people are lost.
• Notice when someone else’s behavior or
• Try drawing a simple sketch of what you
have in mind. Many people understand language is making you uncomfortable or
pictures better than words. disrupting the team
➤ TIP Jot down key ideas between team

• Give these people useful feedback
meetings and discuss them with someone – “Useful” means the other person will
else. This helps you clarify your own ideas. understand and be able to act on the
information you give them. (See pp. 22 to 25)
Building your communication Giving
skills Useful Feedback
Speaking in a team meeting can be tough.
Fortunately, it gets easier with practice! Here
are some tips to help you get started: Giving feedback means sharing your reactions
• Speak loudly enough so others can hear. with a person regarding what they’ve said or
done. Giving feedback…
• Keep focused on key points. Don’t ramble.
• Explain special or unusual terms you
• Shows that you care about your relationship
use; avoid jargon when you can. with the other person.
• Avoid sarcasm or “put downs.” • Gives you and the other person a chance to
work out differences so your team can work
• Show how your message ties into the topic
more effectively.
being discussed.
• Practice making eye contact with the
people in the room.
What you can do
– This may be hard, but eye contact helps • Notice when someone else is doing
listeners feel more connected to you. It something particularly helpful to the team
also helps you know if people are lost.
• Notice when someone else’s behavior or
• Try drawing a simple sketch of what you
have in mind. Many people understand language is making you uncomfortable or
pictures better than words. disrupting the team
➤ TIP Jot down key ideas between team

• Give these people useful feedback
meetings and discuss them with someone – “Useful” means the other person will
else. This helps you clarify your own ideas. understand and be able to act on the
information you give them. (See pp. 22 to 25)
Examples of useful feedback
Building your feedback skills The following pages cover some basic tips on
giving feedback. The examples focus on typical
• Review the actions and decisions that led feedback statements and how they can be made
up to the moment.
more useful.
• Give feedback sooner rather than later.
• Choose an appropriate time and place.
– Be selective about when you share Dealing with the hard stuff
negative reactions in particular. Do it
Nobody enjoys telling someone you want
one-on-one and when you will be around
them to change their behavior. It’s hard to deal
to follow up with the person. Hit-and-run
face-to-face with someone you strongly
feedback is not fair.
disagree with or whose behavior upsets you.
• Start by describing the context. • Review the guidelines here before you meet
“I’d like to talk to you about what happened in with the other person.
the meeting today.”
• Plan out or rehearse what you want to say;
• Describe your reactions and reasons. jot down notes.
“I was distracted by your side conversation and
couldn’t follow what others were saying.” • Treat the other person with the respect you
would like to be shown.
• Ask for the change you’d like to see.
“You often have good points to make and I’d like • Ask the other person to meet you where you
it if you would share them with the whole group won’t be overheard or interrupted.
rather than talking over other people.” • Remember that you can only control what you
• Allow time for the other person to respond. say and what you do. You cannot control the
other person.

Examples of useful feedback
Building your feedback skills The following pages cover some basic tips on
giving feedback. The examples focus on typical
• Review the actions and decisions that led feedback statements and how they can be made
up to the moment.
more useful.
• Give feedback sooner rather than later.
• Choose an appropriate time and place.
– Be selective about when you share Dealing with the hard stuff
negative reactions in particular. Do it
Nobody enjoys telling someone you want
one-on-one and when you will be around
them to change their behavior. It’s hard to deal
to follow up with the person. Hit-and-run
face-to-face with someone you strongly
feedback is not fair.
disagree with or whose behavior upsets you.
• Start by describing the context. • Review the guidelines here before you meet
“I’d like to talk to you about what happened in with the other person.
the meeting today.”
• Plan out or rehearse what you want to say;
• Describe your reactions and reasons. jot down notes.
“I was distracted by your side conversation and
couldn’t follow what others were saying.” • Treat the other person with the respect you
would like to be shown.
• Ask for the change you’d like to see.
“You often have good points to make and I’d like • Ask the other person to meet you where you
it if you would share them with the whole group won’t be overheard or interrupted.
rather than talking over other people.” • Remember that you can only control what you
• Allow time for the other person to respond. say and what you do. You cannot control the
other person.

Examples of useful feedback Examples of useful feedback, cont.
Describe the specific behavior or incident— Speak for yourself, not for anyone else
don’t use labels or make judgments
Say this instead of this
“I am uncomfortable “Everybody hates it
“When you don’t do “When you’re when you and Vic when you and Vic
your assignments…” irresponsible…” argue at the meetings.” argue.”
“It bothers me that you “When you act like a

“I liked the way you “The team liked the
don’t let the team have little dictator…”
organized the management report.”
more say in decisions.”
management report.”
“When you don’t “It’s obvious you don’t
“I was distracted in the “Pat told me you were
speak up, I’m not sure care about the team
meeting by your telling a lot of jokes in
what you’re thinking.” because you don’t
jokes.” the meeting.”
speak up in our
meetings.”
Talk first about yourself, not about the

Don’t exaggerate other person
Say this instead of this Say this instead of this
“I’m impressed with “Your work is always “I’m having trouble “You keep getting us
your work on the better than anyone knowing how to keep off track.”
customer hotline the else’s.” the team on track
past two days.” when…”

Examples of useful feedback Examples of useful feedback, cont.
Describe the specific behavior or incident— Speak for yourself, not for anyone else
don’t use labels or make judgments
“I am uncomfortable “Everybody hates it
“When you don’t do “When you’re when you and Vic when you and Vic
your assignments…” irresponsible…” argue at the meetings.” argue.”
“It bothers me that you “When you act like a

“I liked the way you “The team liked the
don’t let the team have little dictator…”
organized the management report.”
more say in decisions.”
management report.”
“When you don’t “It’s obvious you don’t
“I was distracted in the “Pat told me you were
speak up, I’m not sure care about the team
meeting by your telling a lot of jokes in
what you’re thinking.” because you don’t
jokes.” the meeting.”
speak up in our
meetings.”
Talk first about yourself, not about the

Don’t exaggerate other person
Say this instead of this Say this instead of this
“I’m impressed with “Your work is always “I’m having trouble “You keep getting us
your work on the better than anyone knowing how to keep off track.”
customer hotline the else’s.” the team on track
past two days.” when…”

Accepting Building your skill at accepting
Feedback feedback
Why it’s important Accepting feedback is just as important as

giving feedback. Here are some tips.
Just as giving feedback helps other people know
how they are affecting you, accepting feedback • Breathe deeply. This can help you relax.
helps you know how you are affecting others. • Listen carefully.
• Make sure you understand what the
other person is saying.
What you can do – You need to understand what the other
• Accept the feedback people give you person wants you to change.
• Consider this feedback carefully – Ask for examples.

“Can you describe what I do or say that
– What are you doing well that you should seems aggressive to you?”
continue doing?
• Acknowledge valid points even if you
– What are you doing that might be don’t agree with the other person’s
interfering with your team’s effectiveness? interpretation. For example, you can
acknowledge that you have been late
without agreeing that you are irresponsible.
• Acknowledge the feedback but take time
to sort out what you heard.
– A simple “Thank you” is all that is
➤ TIP Accepting feedback does NOT mean needed right away.
you automatically agree with the other person – Ask for time to think about what you
or that you will change your behavior. It only heard. If possible, schedule a time to get
means you will make an effort to understand back together with the person.
the other person’s concerns.

Accepting Building your skill at accepting
Feedback feedback
Why it’s important Accepting feedback is just as important as

giving feedback. Here are some tips.
Just as giving feedback helps other people know
how they are affecting you, accepting feedback • Breathe deeply. This can help you relax.
helps you know how you are affecting others. • Listen carefully.
• Make sure you understand what the
other person is saying.
What you can do – You need to understand what the other
• Accept the feedback people give you person wants you to change.
• Consider this feedback carefully – Ask for examples.

“Can you describe what I do or say that
– What are you doing well that you should seems aggressive to you?”
continue doing?
• Acknowledge valid points even if you
– What are you doing that might be don’t agree with the other person’s
interfering with your team’s effectiveness? interpretation. For example, you can
acknowledge that you have been late
without agreeing that you are irresponsible.
• Acknowledge the feedback but take time
to sort out what you heard.
– A simple “Thank you” is all that is
➤ TIP Accepting feedback does NOT mean needed right away.
you automatically agree with the other person – Ask for time to think about what you
or that you will change your behavior. It only heard. If possible, schedule a time to get
means you will make an effort to understand back together with the person.
the other person’s concerns.

CHAPTER 2
CHAPTER 1: ACTION TIPS
Here are some ideas about taking action on
the personal skills described in Chapter 1.
• Don’t think you have to become an expert in
all these skills overnight. Work on them
gradually. Focus on one or two at a time. GETTING A GOOD START
• Practice the feedback skills at home or
elsewhere in your personal life.
• Find out what training your company
already offers that you are eligible to attend. Quick Finder
– Check with your team leader, supervisor, Start-Up Checklist....................................30
manager, or training department.
Keys to Getting a Good Start...................31
• If there is someone in your company who is
good at the skill you want to learn, ask them Purpose ...................................................32
for advice. How did they develop their Stakeholders............................................37
skills? Can they recommend ways to learn
more? Limits and Expectations...........................44
• Check if your company has books or videos Team Roles..............................................48
on the subjects that interest you.
Ground Rules ..........................................53
Logistics...................................................58
Action Tips ...............................................60
28 Preparing to Be an Effective Team Member

© 1995 GOAL/QPC, Oriel Incorporated
CHAPTER 2
the personal skills described in Chapter 1.
• Don’t think you have to become an expert in
all these skills overnight. Work on them
gradually. Focus on one or two at a time. GETTING A GOOD START
• Practice the feedback skills at home or
elsewhere in your personal life.
• Find out what training your company
already offers that you are eligible to attend. Quick Finder
– Check with your team leader, supervisor, Start-Up Checklist....................................30
manager, or training department.
Keys to Getting a Good Start...................31
• If there is someone in your company who is
good at the skill you want to learn, ask them Purpose ...................................................32
for advice. How did they develop their Stakeholders............................................37
skills? Can they recommend ways to learn
more? Limits and Expectations...........................44
• Check if your company has books or videos Team Roles..............................................48
on the subjects that interest you.
Ground Rules ..........................................53
Logistics...................................................58
Action Tips ...............................................60
28 Preparing to Be an Effective Team Member

Start-Up Checklist Keys to Getting
Use the following checklist to identify areas your a Good Start
team may need to work on as it gets started.
Even if you are not the team leader, you can What happens before a team gets started and in
speak up if you think your team has skipped any the first few meetings often determines whether
of these important steps. it will be a success. You can help your team get
off to a good start by taking an active role in
Yes No getting everyone to discuss how they want the
team to operate.
We have agreed on a purpose and ❍ ❍
written a purpose statement (p. 32)
We have identified the people inside ❍ ❍
and outside the company who can Tips on using this chapter
influence or who will be affected by • Review the checklist on the previous page as a
our work (the stakeholders) (p. 37) quick reminder of issues your team should
address.
We have identified the limits and ❍ ❍
• If you checked any items “No,” review those
expectations for the team’s work
parts of this chapter. Make sure you
(p. 44)
understand the issues. Review the tips given
We have agreed on the team roles ❍ ❍ for what you personally can do.
(who will have which
responsibilities) (p. 48) • In a team meeting or one-on-one with your
team leader, ask that these issues be discussed
We have agreed on ground rules ❍ ❍ by the whole team.
(p. 53)
We have decided on logistics for ❍ ❍
when and where we will meet
(p. 58)
30 Getting a Good Start Getting a Good Start 31
Start-Up Checklist Keys to Getting
Use the following checklist to identify areas your a Good Start
team may need to work on as it gets started.
Even if you are not the team leader, you can What happens before a team gets started and in
speak up if you think your team has skipped any the first few meetings often determines whether
of these important steps. it will be a success. You can help your team get
off to a good start by taking an active role in
Yes No getting everyone to discuss how they want the
team to operate.
We have agreed on a purpose and ❍ ❍
written a purpose statement (p. 32)
We have identified the people inside ❍ ❍
and outside the company who can Tips on using this chapter
influence or who will be affected by • Review the checklist on the previous page as a
our work (the stakeholders) (p. 37) quick reminder of issues your team should
address.
We have identified the limits and ❍ ❍
• If you checked any items “No,” review those
expectations for the team’s work
parts of this chapter. Make sure you
(p. 44)
understand the issues. Review the tips given
We have agreed on the team roles ❍ ❍ for what you personally can do.
(who will have which
responsibilities) (p. 48) • In a team meeting or one-on-one with your
team leader, ask that these issues be discussed
We have agreed on ground rules ❍ ❍ by the whole team.
(p. 53)
We have decided on logistics for ❍ ❍
when and where we will meet
(p. 58)
Why it’s important to you
Agreeing on
Having a clear team purpose also helps you…
a Team Purpose
• Know what impact the team’s work may have
Why it’s important to your team on your job.
Reaching a common understanding of the team’s • Understand the importance of what the team
purpose gives a team a firm foundation. is trying to do.
• It helps everyone understand what the team is • Communicate more easily with your co-
supposed to do and why. workers about what the team is doing.
– If people on the team have different goals
in mind, the team can be pulled in many • Focus your thinking and creativity.
directions at once. This can interfere with
the team’s work, and some people may
become dissatisfied.
• It helps your team define success.
• It can help you establish boundaries for what
is and is not included in the team’s work. (See
p. 44)
– Knowing what your team is supposed to
do helps you understand what it is not
supposed to do. For example, your team
may have been created to implement a
solution, not to come up with alternative
➤ TIP Make your team’s purpose visible. For
solutions.
example, put a sentence about it on your
agendas or post it at each team meeting.

Agreeing on
Having a clear team purpose also helps you…
a Team Purpose
• Know what impact the team’s work may have
Why it’s important to your team on your job.
Reaching a common understanding of the team’s • Understand the importance of what the team
purpose gives a team a firm foundation. is trying to do.
• It helps everyone understand what the team is • Communicate more easily with your co-
supposed to do and why. workers about what the team is doing.
– If people on the team have different goals
in mind, the team can be pulled in many • Focus your thinking and creativity.
directions at once. This can interfere with
the team’s work, and some people may
become dissatisfied.
• It helps your team define success.
• It can help you establish boundaries for what
is and is not included in the team’s work. (See
p. 44)
– Knowing what your team is supposed to
do helps you understand what it is not
supposed to do. For example, your team
may have been created to implement a
solution, not to come up with alternative
➤ TIP Make your team’s purpose visible. For
solutions.
example, put a sentence about it on your
agendas or post it at each team meeting.

What you can do What makes a good purpose
• Find out what your team’s purpose is statement?
– Ask to see any memos, documents, and A good purpose statement…
data that describe what issues or areas
your team should be working on. • Describes a specific focus for your team
– Support efforts to create a purpose – It should distinguish your team’s work
statement. from that of other teams.
• Make sure you understand what that – It should let your team understand what
work falls within its scope.
purpose means
– Ask your team to discuss the purpose at a • Describes realistic goals
team meeting. – Goals and targets can help the team
make decisions about the level of effort
• Use the team’s purpose to guide your
needed. It makes a difference whether
actions the desired improvement is 10% or 50%.
– If you think the team is straying from its
– Goals and targets often come from
purpose, speak up. management. However, your team can
still use data on customer needs and
business needs to judge how much
improvement is needed.
• Is clear, understandable, and brief
Examples of developing purpose – A short statement that everyone can
statements remember is best.
The next two pages show the basic ingredients of
• Is energizing and inspirational
good purpose statements and some brief
examples.

What you can do What makes a good purpose
• Find out what your team’s purpose is statement?
– Ask to see any memos, documents, and A good purpose statement…
data that describe what issues or areas
your team should be working on. • Describes a specific focus for your team
– Support efforts to create a purpose – It should distinguish your team’s work
statement. from that of other teams.
• Make sure you understand what that – It should let your team understand what
work falls within its scope.
purpose means
– Ask your team to discuss the purpose at a • Describes realistic goals
team meeting. – Goals and targets can help the team
make decisions about the level of effort
• Use the team’s purpose to guide your
needed. It makes a difference whether
actions the desired improvement is 10% or 50%.
– If you think the team is straying from its
– Goals and targets often come from
purpose, speak up. management. However, your team can
still use data on customer needs and
business needs to judge how much
improvement is needed.
• Is clear, understandable, and brief
Examples of developing purpose – A short statement that everyone can
statements remember is best.
The next two pages show the basic ingredients of
• Is energizing and inspirational
good purpose statements and some brief
examples.

Examples of purpose statements
Identifying
The following examples of purpose statements
Stakeholders
are short enough to be written at the top of
agendas or posted in a meeting room. Additional
Why it’s important to your team
detail should be included in the team’s records.
Your team’s work will affect and be affected by
• Provide accurate accounting of employee people and groups inside and outside your
hours for all Northwest Region facilities organization—your stakeholders. Knowing who
• Fill vacant positions with qualified people these people are and involving them as you go
within one month of job posting helps you…
• Reduce the level of iron contaminate from the • Understand what is important about your
current level of 29 ppm to no more than 5 ppm work.
within one year • Identify better solutions to problems and
• Agree on and document the steps for handling create more buy-in of solutions your team
accounts with payments more than 30 days proposes.
past due • Plan how to include them when your team
• Double the number of new customers from 20 will be making decisions that affect them.
per month to 40 per month while maintaining • Avoid pitfalls and identify limits.
all current customers
• Know where to get information that will
influence your team’s work.

Examples of purpose statements
Identifying
The following examples of purpose statements
Stakeholders
are short enough to be written at the top of
agendas or posted in a meeting room. Additional
detail should be included in the team’s records.
Your team’s work will affect and be affected by
• Provide accurate accounting of employee people and groups inside and outside your
hours for all Northwest Region facilities organization—your stakeholders. Knowing who
• Fill vacant positions with qualified people these people are and involving them as you go
within one month of job posting helps you…
• Reduce the level of iron contaminate from the • Understand what is important about your
current level of 29 ppm to no more than 5 ppm work.
within one year • Identify better solutions to problems and
• Agree on and document the steps for handling create more buy-in of solutions your team
accounts with payments more than 30 days proposes.
past due • Plan how to include them when your team
• Double the number of new customers from 20 will be making decisions that affect them.
per month to 40 per month while maintaining • Avoid pitfalls and identify limits.
all current customers
• Know where to get information that will
influence your team’s work.

Why it’s important to you Examples of stakeholders
Understanding stakeholder needs can help you The following pages describe four common
understand how you can best contribute to your stakeholder groups. Use these examples to spark
team. Some stakeholders, for instance, will be your own thinking about your team’s
people you work with every day. The better you stakeholders.
can communicate with them about issues that
concern them, the more you can help your team’s
work go smoothly.
What you can do

• Help your team identify its stakeholders
and understand their needs and concerns
– Think about the scope of your team’s
effort and who might be affected by its
work.
– Think about groups or people who can
affect your work, both inside and outside
the organization.
– Involve these people as appropriate.
• Use your knowledge of their needs to guide
your actions, priorities, and decisions ➤ TIP Think broadly about who your
stakeholders are. People in other
➤ TIP Don’t overreact to what any single group departments, for example, might be able to
of stakeholders tells you. Some of their needs benefit from your team’s work. Groups outside
may conflict with your team’s purpose or with your organization—such as regulatory
your boundaries or limits. Check any conflicts agencies—may influence what options your
with management. team can pursue.

Why it’s important to you Examples of stakeholders
Understanding stakeholder needs can help you The following pages describe four common
understand how you can best contribute to your stakeholder groups. Use these examples to spark
team. Some stakeholders, for instance, will be your own thinking about your team’s
people you work with every day. The better you stakeholders.
can communicate with them about issues that
concern them, the more you can help your team’s
work go smoothly.
What you can do

• Help your team identify its stakeholders
and understand their needs and concerns
– Think about the scope of your team’s
effort and who might be affected by its
work.
– Think about groups or people who can
affect your work, both inside and outside
the organization.
– Involve these people as appropriate.
• Use your knowledge of their needs to guide
your actions, priorities, and decisions ➤ TIP Think broadly about who your
stakeholders are. People in other
➤ TIP Don’t overreact to what any single group departments, for example, might be able to
of stakeholders tells you. Some of their needs benefit from your team’s work. Groups outside
may conflict with your team’s purpose or with your organization—such as regulatory
your boundaries or limits. Check any conflicts agencies—may influence what options your
with management. team can pursue.

Examples of stakeholders Examples of stakeholders, cont.
Managers Customers
What they often Tips for dealing with What they often Tips for dealing with
care about these stakeholders care about these stakeholders
• Business • In general, the team • Quality • Customers are often
results leader is responsible your most important
• Value
for communicating stakeholders.
• Customer
with management • Delivery time or
satisfaction • See if your
about the team’s turnaround time
organization has
• Schedules needs and progress.
• Cost existing information
• Budgets • However, every team about these customers
• What needs are
member can take and their needs.
• Use of met by features
advantage of
resources of your products • If possible, invite
opportunities that
or services some customers to a
• Forecasting come along to keep
team meeting. Better
in touch with their
still, visit a customer
direct supervisor or
site to find out in
manager.
detail how they use
your product or
service. What do they
especially like or not
like?

Examples of stakeholders Examples of stakeholders, cont.
Managers Customers
• Business • In general, the team • Quality • Customers are often
results leader is responsible your most important
• Value
for communicating stakeholders.
• Customer
with management • Delivery time or
satisfaction • See if your
about the team’s turnaround time
organization has
• Schedules needs and progress.
• Cost existing information
• Budgets • However, every team about these customers
• What needs are
member can take and their needs.
• Use of met by features
advantage of
resources of your products • If possible, invite
opportunities that
or services some customers to a
• Forecasting come along to keep
team meeting. Better
in touch with their
still, visit a customer
direct supervisor or
site to find out in
manager.
detail how they use
your product or
service. What do they
especially like or not
like?

Examples of stakeholders, cont. Examples of stakeholders, cont.
Coworkers Suppliers
• How they will be • Communicate • What they are • Be clear about what
involved in or regularly with expected to you expect of
affected by the people not on the provide to you suppliers.
team’s work team.
• If you are getting • Most suppliers will
• What information • Explain the what your needs met be eager to work
or support they and why of your with you if changes
will be expected to team’s work to them. • If you will still
are needed.
give the team want to do
• Listen to their needs business with them • If possible, invite a
• If they will have to and concerns. key supplier or two
change the way • If they will be
• If your team duties to a team meeting or
they work expected to make
mean they have to do arrange a visit to
changes
extra work, ask your their site.
manager if there is
some way to ease the
burden.
➤ TIP Some organizations encourage people

to think of coworkers as “customers.”
However, the needs of the customers who
purchase your products or services are most
important.
Examples of stakeholders, cont. Examples of stakeholders, cont.
Coworkers Suppliers
• How they will be • Communicate • What they are • Be clear about what
involved in or regularly with expected to you expect of
affected by the people not on the provide to you suppliers.
team’s work team.
• If you are getting • Most suppliers will
• What information • Explain the what your needs met be eager to work
or support they and why of your with you if changes
will be expected to team’s work to them. • If you will still
are needed.
give the team want to do
• Listen to their needs business with them • If possible, invite a
• If they will have to and concerns. key supplier or two
change the way • If they will be
• If your team duties to a team meeting or
they work expected to make
mean they have to do arrange a visit to
changes
extra work, ask your their site.
manager if there is
some way to ease the
burden.
➤ TIP Some organizations encourage people

to think of coworkers as “customers.”
However, the needs of the customers who
purchase your products or services are most
important.
What you can do
Identifying Limits
• Find out what the limits and expectations
and Expectations
are for your team
Why it’s important to your team – Ask your team leader to discuss these
No team gets a blank check to do as much work issues at a team meeting.
as it wants anywhere in the organization. • Understand these limits and expectations
Knowing what limits there are and what
expectations others have can help your team… • Use your knowledge of limits and
expectations to guide your actions and
• Meet your organization’s business goals. decisions
• Address all the important aspects of the work. – Before taking action or making important
decisions, do a quick check to make sure
• Minimize conflict or confusion. your team isn’t exceeding its limits.
• Balance the expectations of different – Periodically ask your team leader or
stakeholders. manager if the expectations, purpose, or
limits have changed.

• Some aspect of the limits on the team will
affect you personally.
– For instance, there will probably be limits
on how much time you can devote to the Examples of limits and expectations
team’s work. The following pages show some typical
categories of limits and specific examples within
these categories.

What you can do
Identifying Limits
• Find out what the limits and expectations
and Expectations
are for your team
Why it’s important to your team – Ask your team leader to discuss these
No team gets a blank check to do as much work issues at a team meeting.
as it wants anywhere in the organization. • Understand these limits and expectations
Knowing what limits there are and what
expectations others have can help your team… • Use your knowledge of limits and
expectations to guide your actions and
• Meet your organization’s business goals. decisions
• Address all the important aspects of the work. – Before taking action or making important
decisions, do a quick check to make sure
• Minimize conflict or confusion. your team isn’t exceeding its limits.
• Balance the expectations of different – Periodically ask your team leader or
stakeholders. manager if the expectations, purpose, or
limits have changed.

• Some aspect of the limits on the team will
affect you personally.
– For instance, there will probably be limits
on how much time you can devote to the Examples of limits and expectations
team’s work. The following pages show some typical
categories of limits and specific examples within
these categories.

Examples of limits and expectations Examples of limits and expectations,
The list below and on the next page gives cont.
examples of limits placed on a team.
• Money/budget • Decision-making authority

There is a budget of $500 for completing the The team can implement decisions that
first phase of the work. require less than a $100 investment, provided
all potentially affected areas are contacted
• Time/deadlines ahead of time to make sure there are no
This project must be completed by May 30th. negative side effects.
• Workloads and priorities • Access to information
Team members are expected to put in no more The team has open access to all data
than five hours a week on the team’s work. currently on file. Requests for additional
customer data should be forwarded to the
• People on the team sales and marketing departments.
The project team will have one design engineer,
one production supervisor, and two • Process boundaries
maintenance personnel on it. Other people Study the order entry process from the time
can be called in as needed. a customer calls until there is a printed bill of
lading.
• Other people who can be used as resources
Curtis H. will be the technical advisor for the • Products or areas that will and won’t be
team. included
The credit vouchers team will look at all
• Training vouchers that arise from product returns. It
The team can get training only if it can be will not study credit vouchers that result
done in-house and takes no more than six from sales incentives.
hours.

Examples of limits and expectations Examples of limits and expectations,
The list below and on the next page gives cont.
examples of limits placed on a team.
• Money/budget • Decision-making authority

There is a budget of $500 for completing the The team can implement decisions that
first phase of the work. require less than a $100 investment, provided
all potentially affected areas are contacted
• Time/deadlines ahead of time to make sure there are no
This project must be completed by May 30th. negative side effects.
• Workloads and priorities • Access to information
Team members are expected to put in no more The team has open access to all data
than five hours a week on the team’s work. currently on file. Requests for additional
customer data should be forwarded to the
• People on the team sales and marketing departments.
The project team will have one design engineer,
one production supervisor, and two • Process boundaries
maintenance personnel on it. Other people Study the order entry process from the time
can be called in as needed. a customer calls until there is a printed bill of
lading.
• Other people who can be used as resources
Curtis H. will be the technical advisor for the • Products or areas that will and won’t be
team. included
The credit vouchers team will look at all
• Training vouchers that arise from product returns. It
The team can get training only if it can be will not study credit vouchers that result
done in-house and takes no more than six from sales incentives.
hours.

What you can do
Defining Team
• Find out how your team is dividing up its
Roles
work
Why it’s important to your team • Understand what is expected of you
For any team to function well, its members need personally
to know what is expected of them. – For example, should you be volunteering
• When people know what their roles are, to take notes in meetings or to collect data
individuals know what jobs they should do between meetings? Will you be expected
and what jobs will be done by others. to facilitate a meeting?
• This helps avoid problems such as no one • Use your knowledge of roles and
doing key tasks or one person trying to do responsibilities to meet your obligations to
everything. the team
– Volunteer for tasks when appropriate.
Why it’s important to you Formal and Informal Roles

Knowing how the work of your team is divided
among team members helps you… The next three pages describe three formal
team roles: team leader, team member, and
• Decide who to communicate with when you facilitator/coach. However, many tasks on a
have questions or input. team are done informally. People just volunteer
• Understand and keep your commitments. to do a particular kind of work such as
collecting data, planning a particular effort, or
keeping notes. Usually it works best for your
team to be flexible in how it divides up its
work.

What you can do
Defining Team
• Find out how your team is dividing up its
Roles
work
Why it’s important to your team • Understand what is expected of you
For any team to function well, its members need personally
to know what is expected of them. – For example, should you be volunteering
• When people know what their roles are, to take notes in meetings or to collect data
individuals know what jobs they should do between meetings? Will you be expected
and what jobs will be done by others. to facilitate a meeting?
• This helps avoid problems such as no one • Use your knowledge of roles and
doing key tasks or one person trying to do responsibilities to meet your obligations to
everything. the team
– Volunteer for tasks when appropriate.
Why it’s important to you Formal and Informal Roles

Knowing how the work of your team is divided
among team members helps you… The next three pages describe three formal
team roles: team leader, team member, and
• Decide who to communicate with when you facilitator/coach. However, many tasks on a
have questions or input. team are done informally. People just volunteer
• Understand and keep your commitments. to do a particular kind of work such as
collecting data, planning a particular effort, or
keeping notes. Usually it works best for your
team to be flexible in how it divides up its
work.

Examples of team roles Examples of team roles, cont.
Team leader Team member
A team leader guides and manages the day-to- As discussed in Chapter 1 (p. 8), each team
day activity of the team. This involves… member shares the responsibility for the success
of the team. As a responsible team member, you
• Educating team members about the team’s
should…
purpose, limits, etc.
• Focus on the purpose of the team
• Tracking the team’s goals and achievements
• Think less about personal goals and more
• Anticipating and responding to changes in
about the success of the team as a whole
timing, schedules, workloads, and problems
• Helping team members develop their skills • Work to develop an atmosphere of trust and
respect on the team
• Communicating with management about the
team’s progress and needs – Treat your teammates with respect.
– This includes re-negotiating limits and – Value different ideas.
discussing priorities, workloads, and • Listen more than you talk
resources.
• Communicate clearly
• Communicating with the rest of the
organization about the team’s actions and • Participate fully
achievements
• Make realistic commitments and then keep
• Removing barriers to team progress them
• Helping to resolve conflict
• Taking care of logistics (arranging for
meeting rooms, getting supplies, etc.) ➤ TIP A team leader is also a team member
and should share in the team member
responsibilities.

Examples of team roles Examples of team roles, cont.
Team leader Team member
A team leader guides and manages the day-to- As discussed in Chapter 1 (p. 8), each team
day activity of the team. This involves… member shares the responsibility for the success
of the team. As a responsible team member, you
• Educating team members about the team’s
should…
purpose, limits, etc.
• Focus on the purpose of the team
• Tracking the team’s goals and achievements
• Think less about personal goals and more
• Anticipating and responding to changes in
about the success of the team as a whole
timing, schedules, workloads, and problems
• Helping team members develop their skills • Work to develop an atmosphere of trust and
respect on the team
• Communicating with management about the
team’s progress and needs – Treat your teammates with respect.
– This includes re-negotiating limits and – Value different ideas.
discussing priorities, workloads, and • Listen more than you talk
resources.
• Communicate clearly
• Communicating with the rest of the
organization about the team’s actions and • Participate fully
achievements
• Make realistic commitments and then keep
• Removing barriers to team progress them
• Helping to resolve conflict
• Taking care of logistics (arranging for
meeting rooms, getting supplies, etc.) ➤ TIP A team leader is also a team member
and should share in the team member
responsibilities.

Examples of team roles, cont. Agreeing on
Team facilitator or coach Ground Rules
Some organizations assign experts in group
dynamics, problem solving, or running meetings Why it’s important to your team
to help teams. This role goes by many names, Ground rules are guidelines for how the team
such as “facilitator,” “coach,” and “advisor.” will function. Having ground rules can…
Generally, these people focus more on how the
• Improve the team’s effectiveness and
team gets its work done than on the content or
efficiency.
subject of the team’s work.
• Minimize confusion, disruptions, and
The work these facilitators do can include…
conflicts that take away from the real work.
• Providing training as needed
• Helping the team deal with conflict
• Coaching the team leader or team members Why it’s important to you
on team skills • A clear understanding of your team’s ground
rules can help you know what is expected of
• Helping the group use basic problem-solving
you and avoid conflict with others.
principles and tools
• By helping your team set up its ground rules,
• Leading team meetings, especially when
you can make sure your concerns about how
difficult or controversial subjects are being
the team operates are taken into consideration.
discussed. (See also p. 79)
➤ TIP Each team should discuss and agree to

its own guidelines.

Examples of team roles, cont. Agreeing on
Team facilitator or coach Ground Rules
Some organizations assign experts in group
dynamics, problem solving, or running meetings Why it’s important to your team
to help teams. This role goes by many names, Ground rules are guidelines for how the team
such as “facilitator,” “coach,” and “advisor.” will function. Having ground rules can…
Generally, these people focus more on how the
• Improve the team’s effectiveness and
team gets its work done than on the content or
efficiency.
subject of the team’s work.
• Minimize confusion, disruptions, and
The work these facilitators do can include…
conflicts that take away from the real work.
• Providing training as needed
• Helping the team deal with conflict
• Coaching the team leader or team members Why it’s important to you
on team skills • A clear understanding of your team’s ground
rules can help you know what is expected of
• Helping the group use basic problem-solving
you and avoid conflict with others.
principles and tools
• By helping your team set up its ground rules,
• Leading team meetings, especially when
you can make sure your concerns about how
difficult or controversial subjects are being
the team operates are taken into consideration.
discussed. (See also p. 79)
➤ TIP Each team should discuss and agree to

its own guidelines.

What you can do Examples of ground rules
• Find out what your team’s ground rules are This page and the next give examples of typical
– If your team has not already defined its ground rules.
ground rules, suggest the issue be • Decision making
discussed in a team meeting. We will make important decisions by
• Understand what the ground rules mean consensus.
• Use the ground rules to shape your own • Use of data

behavior As much as possible, we will base our
decisions on data.
– Participate fully in discussions when the
ground rules are being set up. Make sure • Confidentiality
your ideas and concerns are raised. Information shared in team meetings can be
– Stick to the ground rules yourself. shared with others in the organization unless
a team member asks that it be kept
– Remind the team of particular ground
confidential.
rules when appropriate.
“Remember that this discussion should be • Assignments
kept confidential.” All assignments should be done on time. If you
can’t get them done, notify the team leader
as soon as possible.
When rules are broken
All teams violate their own ground rules on • Participation
occasion. If a ground rule is broken Everyone will get a chance to voice their
repeatedly, however, you (and your team) opinions.
need to decide whether or not it’s a problem. If
it is, consider giving feedback to the rule
breaker or discussing the issue as a team. If ➤ TIP Be flexible and realistic. Think of ground
not, change the ground rule. rules as general guidelines, not rigid laws.

What you can do Examples of ground rules
• Find out what your team’s ground rules are This page and the next give examples of typical
– If your team has not already defined its ground rules.
ground rules, suggest the issue be • Decision making
discussed in a team meeting. We will make important decisions by
• Understand what the ground rules mean consensus.
• Use the ground rules to shape your own • Use of data

behavior As much as possible, we will base our
decisions on data.
– Participate fully in discussions when the
ground rules are being set up. Make sure • Confidentiality
your ideas and concerns are raised. Information shared in team meetings can be
– Stick to the ground rules yourself. shared with others in the organization unless
a team member asks that it be kept
– Remind the team of particular ground
confidential.
rules when appropriate.
“Remember that this discussion should be • Assignments
kept confidential.” All assignments should be done on time. If you
can’t get them done, notify the team leader
as soon as possible.
When rules are broken
All teams violate their own ground rules on • Participation
occasion. If a ground rule is broken Everyone will get a chance to voice their
repeatedly, however, you (and your team) opinions.
need to decide whether or not it’s a problem. If
it is, consider giving feedback to the rule
breaker or discussing the issue as a team. If ➤ TIP Be flexible and realistic. Think of ground
not, change the ground rule. rules as general guidelines, not rigid laws.

Examples of ground rules, cont.
• Meeting ground rules

Attendance: We will only meet when a majority
of members can be there.
Starting on time: We will start promptly at
8:30 A.M. Everyone is expected to be here and
ready to go at that time, with all the
materials and information they need.
Rotation of roles and responsibilities: We will
rotate who will take notes.
• Meeting evaluation
The last 5 minutes of each meeting will be
spent discussing how we can improve next
time.
The 100-Mile Rule
Once a meeting begins, everyone is expected
to give it their full attention. However, it’s often
hard for people to separate themselves from
other work going on. To help coworkers know
whether to interrupt the meeting, some teams
invoke the “100-mile rule”: No one should
interrupt the meeting unless it’s so important
that the disruption would occur even if the
meeting was 100 miles away. Be sure you
➤ TIP Post the ground rules in your team’s communicate this clearly to your coworkers.
meeting room.

Examples of ground rules, cont.
• Meeting ground rules

Attendance: We will only meet when a majority
of members can be there.
Starting on time: We will start promptly at
8:30 A.M. Everyone is expected to be here and
ready to go at that time, with all the
materials and information they need.
Rotation of roles and responsibilities: We will
rotate who will take notes.
• Meeting evaluation
The last 5 minutes of each meeting will be
spent discussing how we can improve next
time.
The 100-Mile Rule
Once a meeting begins, everyone is expected
to give it their full attention. However, it’s often
hard for people to separate themselves from
other work going on. To help coworkers know
whether to interrupt the meeting, some teams
invoke the “100-mile rule”: No one should
interrupt the meeting unless it’s so important
that the disruption would occur even if the
meeting was 100 miles away. Be sure you
➤ TIP Post the ground rules in your team’s communicate this clearly to your coworkers.
meeting room.

Examples of logistics
Arranging
The following list includes several of the most
Logistics
common logistical questions that teams need to
address.
The time available to do a team’s work is always • How often will the team meet?
limited. Arranging the logistics—such as making • Where will the team meet?
sure people know when and where to meet and
having the right equipment and supplies – Will the meeting place change?
available—helps you operate more efficiently. • What time will meetings start?
Why it’s important to you • How long will meetings last?

Have you ever wandered around your building – Will they always be the same length or
wondering just where your team is meeting, or will it change from week to week?
wasted time waiting for someone to track down • How will the team accommodate people who
the right supplies? If so, you know how helpful it work at different sites or on different
is to have the team logistics clearly spelled out. schedules?
What you can do • Where can the team get equipment and
• Find out where and when your team is supplies for the meeting?
meeting
– Ask that meeting times and places be
discussed at the first team meeting.
– Make sure you leave enough time to get to
the meeting space or work area on time
and fully prepared.
• Help identify and get adequate supplies
Examples of logistics
Arranging
The following list includes several of the most
Logistics
common logistical questions that teams need to
address.
The time available to do a team’s work is always • How often will the team meet?
limited. Arranging the logistics—such as making • Where will the team meet?
sure people know when and where to meet and
having the right equipment and supplies – Will the meeting place change?
available—helps you operate more efficiently. • What time will meetings start?
Why it’s important to you • How long will meetings last?

Have you ever wandered around your building – Will they always be the same length or
wondering just where your team is meeting, or will it change from week to week?
wasted time waiting for someone to track down • How will the team accommodate people who
the right supplies? If so, you know how helpful it work at different sites or on different
is to have the team logistics clearly spelled out. schedules?
What you can do • Where can the team get equipment and
• Find out where and when your team is supplies for the meeting?
meeting
– Ask that meeting times and places be
discussed at the first team meeting.
– Make sure you leave enough time to get to
the meeting space or work area on time
and fully prepared.
• Help identify and get adequate supplies
CHAPTER 3
the start-up topics described in Chapter 2.
• As a team member, you cannot act alone on
any of these issues. The key is to look for
ways you can help your team make these GETTING WORK DONE IN TEAMS
preliminary decisions about how it will
operate.
• Make sure you know the purpose of any Quick Finder
team you’re on. Ask your team leader if
there is a written purpose statement. Team Work Methods Checklist ................62
• Keep track of the stakeholders—customers, Working in Teams ....................................63
managers, coworkers, suppliers—that you Planning ..................................................64
are likely to run into on the job. Keep them
informed of your team’s progress. Try to Meetings ..................................................71
identify and address potential sources of
Data .........................................................87
resistance to the team’s activities.
Decisions .................................................92
• Check to see if each team that you’re on
has created ground rules for its meetings. If Solutions..................................................96
they have, make sure you follow them. If
you find any of the ground rules Implementing Changes..........................100
unreasonable, ask that they be discussed at Checking Progress ................................103
a team meeting.
Records and Documentation .................108
Action Tips .............................................110
60 Getting a Good Start

CHAPTER 3
the start-up topics described in Chapter 2.
• As a team member, you cannot act alone on
any of these issues. The key is to look for
ways you can help your team make these GETTING WORK DONE IN TEAMS
preliminary decisions about how it will
operate.
• Make sure you know the purpose of any Quick Finder
team you’re on. Ask your team leader if
there is a written purpose statement. Team Work Methods Checklist ................62
• Keep track of the stakeholders—customers, Working in Teams ....................................63
managers, coworkers, suppliers—that you Planning ..................................................64
are likely to run into on the job. Keep them
informed of your team’s progress. Try to Meetings ..................................................71
identify and address potential sources of
Data .........................................................87
resistance to the team’s activities.
Decisions .................................................92
• Check to see if each team that you’re on
has created ground rules for its meetings. If Solutions..................................................96
they have, make sure you follow them. If
you find any of the ground rules Implementing Changes..........................100
unreasonable, ask that they be discussed at Checking Progress ................................103
a team meeting.
Records and Documentation .................108
Action Tips .............................................110
60 Getting a Good Start

Team Work Methods Checklist Working
Here is a checklist of basic methods for getting in Teams
work done in teams.
Working as part of a team is different from
es
working on your own. It requires techniques that
tim
How often does
y
help teams maintain focus and develop a
ten
rel
me
your team… common understanding of issues. For example…
Ra
Of
So
Create work plans (p. 64) ❍ ❍ ❍ • Planning helps team members know what is
expected of them individually and
Have productive meetings ❍ ❍ ❍ collectively.
(p. 71) • Effective meetings allow team members to
share and exchange ideas and contribute to the
Use data (p. 87) ❍ ❍ ❍ team’s progress.
Make good decisions (p. 92) ❍ ❍ ❍ • Evaluating alternative solutions helps the
team draw on all team members’ knowledge
Evaluate potential solutions ❍ ❍ ❍ and experience, and make better choices.
(p. 96)
Implement changes (p. 100) ❍ ❍ ❍ Tips on using this chapter

The topics in this chapter are arranged roughly in a
Check progress (p. 103) ❍ ❍ ❍ sequence that matches a team’s progress. Planning
and having meetings, for instance, come before
Document its work ❍ ❍ ❍ making decisions and implementing changes. Use
(p. 108) the checklist on the facing page to help you find
topics that match where your team is.
62 Getting Work Done in Teams Getting Work Done in Teams 63

Team Work Methods Checklist Working
Here is a checklist of basic methods for getting in Teams
work done in teams.
Working as part of a team is different from
es
working on your own. It requires techniques that
tim
How often does
y
help teams maintain focus and develop a
ten
rel
me
your team… common understanding of issues. For example…
Ra
Of
So
Create work plans (p. 64) ❍ ❍ ❍ • Planning helps team members know what is
expected of them individually and
Have productive meetings ❍ ❍ ❍ collectively.
(p. 71) • Effective meetings allow team members to
share and exchange ideas and contribute to the
Use data (p. 87) ❍ ❍ ❍ team’s progress.
Make good decisions (p. 92) ❍ ❍ ❍ • Evaluating alternative solutions helps the
team draw on all team members’ knowledge
Evaluate potential solutions ❍ ❍ ❍ and experience, and make better choices.
(p. 96)
Implement changes (p. 100) ❍ ❍ ❍ Tips on using this chapter

The topics in this chapter are arranged roughly in a
Check progress (p. 103) ❍ ❍ ❍ sequence that matches a team’s progress. Planning
and having meetings, for instance, come before
Document its work ❍ ❍ ❍ making decisions and implementing changes. Use
(p. 108) the checklist on the facing page to help you find
topics that match where your team is.

What you can do
Creating
• Help your team develop a useful plan
Work Plans
– Suggest steps needed to accomplish a
Why it’s important to your team given task.
It’s possible to get work done without a plan. We – Use your knowledge of how work gets
all take actions every day that are not planned. But done in your organization to help the team
there are many advantages of planning. A plan… estimate how much time and what
resources will be needed.
• Helps a team coordinate the efforts of all the
team members—it provides clear direction for – Help identify potential barriers that might
team members on what they should be doing stand in the way.
and when. • Use your team’s plan to guide your actions
• Identifies targets and deadlines the team – Be clear about your role in making the
should commit to meeting. plan work.
• Makes sure key steps in a task or activity are – Use the plan to identify what work you
not missed. should be doing and when.
– Be responsible for completing the tasks
• Provides the basis for checking progress. that you have volunteered for or that were
• Helps you identify potential conflicts in assigned to you.
schedules.
➤ TIP If you find yourself doing work that is not
• Helps you identify needed resources. part of the plan, check it with your team. Make
sure it will contribute to the team’s progress.
➤ TIP A plan documents what your team wants
to have happen. Periodically compare this to
what actually happens. Modify your plans
accordingly and think about how to create a
more realistic plan the next time around.
What you can do
Creating
• Help your team develop a useful plan
Work Plans
– Suggest steps needed to accomplish a
Why it’s important to your team given task.
It’s possible to get work done without a plan. We – Use your knowledge of how work gets
all take actions every day that are not planned. But done in your organization to help the team
there are many advantages of planning. A plan… estimate how much time and what
resources will be needed.
• Helps a team coordinate the efforts of all the
team members—it provides clear direction for – Help identify potential barriers that might
team members on what they should be doing stand in the way.
and when. • Use your team’s plan to guide your actions
• Identifies targets and deadlines the team – Be clear about your role in making the
should commit to meeting. plan work.
• Makes sure key steps in a task or activity are – Use the plan to identify what work you
not missed. should be doing and when.
– Be responsible for completing the tasks
• Provides the basis for checking progress. that you have volunteered for or that were
• Helps you identify potential conflicts in assigned to you.
schedules.
➤ TIP If you find yourself doing work that is not
• Helps you identify needed resources. part of the plan, check it with your team. Make
sure it will contribute to the team’s progress.
➤ TIP A plan documents what your team wants
to have happen. Periodically compare this to
what actually happens. Modify your plans
accordingly and think about how to create a
more realistic plan the next time around.
Examples of planning tools
Building your planning skills There are many tools that help you capture the
basic elements of a plan (listed on p. 68). Two
Knowing how to create a plan is a valuable
common tools are planning grids (p. 69) and
skill that will help you in all aspects of your
work, not just on the team. If you have not deployment flowcharts (p. 70).
done much planning before, here is a list of • A planning grid is often the simplest tool to
key steps involved in creating a plan. use. You only need to list the steps or actions
• Identify what you want to accomplish. down the side of a page and add other
important information—such as who is
• Identify the main activities or steps
needed. involved and how much time is needed—in
other columns.
• Estimate about how much time and what
other resources are needed. • A deployment flowchart is particularly useful
when the work involves many handoffs
– How much time will each step take?
between different groups or people.
– Which people are involved with each
step?
– What equipment, supplies, or money will
you need?
• Identify measures of progress: How will

you know if the plan is working? How will
you know if you are getting the results you
need? (See p. 103)
• Create a document that shows the basic
elements of the plan. (See the examples on
pp. 69 and 70)

Examples of planning tools
Building your planning skills There are many tools that help you capture the
basic elements of a plan (listed on p. 68). Two
Knowing how to create a plan is a valuable
common tools are planning grids (p. 69) and
skill that will help you in all aspects of your
work, not just on the team. If you have not deployment flowcharts (p. 70).
done much planning before, here is a list of • A planning grid is often the simplest tool to
key steps involved in creating a plan. use. You only need to list the steps or actions
• Identify what you want to accomplish. down the side of a page and add other
important information—such as who is
• Identify the main activities or steps
needed. involved and how much time is needed—in
other columns.
• Estimate about how much time and what
other resources are needed. • A deployment flowchart is particularly useful
when the work involves many handoffs
– How much time will each step take?
between different groups or people.
– Which people are involved with each
step?
– What equipment, supplies, or money will
you need?
• Identify measures of progress: How will

you know if the plan is working? How will
you know if you are getting the results you
need? (See p. 103)
• Create a document that shows the basic
elements of the plan. (See the examples on
pp. 69 and 70)

Basic elements of a plan Example of a planning grid
The numbers correspond to the plan shown on This planning grid shows the first steps a team
the next page. used to identify and make service improvements.
❶Steps or tasks
from marketing
well; good prep

made up some
Good support
Meeting went
breakdown on
Comments
List the actions, in sequence.
Computer
lost time
❻
❷Desired outcome
3/17
Indicate what each step will accomplish.
❸Who is responsible
time/$$
2 wks/
limits
1 wk/
$500
no $
❼
Enter the name of the person or group in
charge of each step.
Actual
3/28
❹Planned start and end dates
3/27
4/10
3/15
4/10
❺
4/7
When should each step start? When should it
Dates
end?
Shelly Start: 3/23

End: 3/22
Whole Start: 4/10

Otis Start: 3/15
End: 4/10
End: 4/6
❺Actual dates
Plan
❹
Leave room on the plan to document when the
steps actually start and end.
Trisha
team
Who
Marc
❸
❻Comments
Leave room for capturing notes about what
Step and Desired
identify existing
Hold meeting to
customer data
really happens and lessons learned.
Search files to
select service
current needs
customers to
improvement
Outcome
Contact key
❶&❷
understand
❼Other columns can be added
targets
– Budget and expense notes
– Other key people to involve in key steps
– Notes on limits or boundaries Step #
3
2
1
– Hazards or pitfalls
Basic elements of a plan Example of a planning grid
The numbers correspond to the plan shown on This planning grid shows the first steps a team
the next page. used to identify and make service improvements.
❶Steps or tasks
from marketing
well; good prep

made up some
Good support
Meeting went
breakdown on
Comments
List the actions, in sequence.
Computer
lost time
❻
❷Desired outcome
3/17
Indicate what each step will accomplish.
❸Who is responsible
time/$$
2 wks/
limits
1 wk/
$500
no $
❼
Enter the name of the person or group in
charge of each step.
Actual
3/28
❹Planned start and end dates
3/27
4/10
3/15
4/10
❺
4/7
When should each step start? When should it
Dates
end?
Shelly Start: 3/23

End: 3/22
Whole Start: 4/10

Otis Start: 3/15
End: 4/10
End: 4/6
❺Actual dates
Plan
❹
Leave room on the plan to document when the
steps actually start and end.
Trisha
team
Who
Marc
❸
❻Comments
Leave room for capturing notes about what
Step and Desired
identify existing
Hold meeting to
customer data
really happens and lessons learned.
Search files to
select service
current needs
customers to
improvement
Outcome
Contact key
❶&❷
understand
❼Other columns can be added
targets
– Budget and expense notes
– Other key people to involve in key steps
– Notes on limits or boundaries Step #
3
2
1
– Hazards or pitfalls
Example of a deployment flowchart
Having Productive
Team Team Customer Meetings
leader members
Identify
test Meetings are often treated as things that “just
sites happen.” Poor meetings sap a team’s energy and
can lead to a slow and painful death. Meetings
Prepare test where the team accomplishes its goals will keep
version of momentum going and contribute to rapid
product
progress.
Write Wrong Way

evaluation to Hold Meetings
questions
Call a meeting
Make copies
of all
materials Begin
discussion. Wait for people
= action Run out of to show up.
Send time. People Decide if
materials to = involved begin to everyone is
customer leave. End of there who will
meeting. be there.
Try to decide why

This deployment flowchart captures the basic we’re here and what
steps of a plan for conducting a test. It shows the we’re talking about.
sequence of steps and who is responsible.
Example of a deployment flowchart
Having Productive
Team Team Customer Meetings
leader members
Identify
test Meetings are often treated as things that “just
sites happen.” Poor meetings sap a team’s energy and
can lead to a slow and painful death. Meetings
Prepare test where the team accomplishes its goals will keep
version of momentum going and contribute to rapid
product
progress.
Write Wrong Way

evaluation to Hold Meetings
questions
Call a meeting
Make copies
of all
materials Begin
discussion. Wait for people
= action Run out of to show up.
Send time. People Decide if
materials to = involved begin to everyone is
customer leave. End of there who will
meeting. be there.
Try to decide why

This deployment flowchart captures the basic we’re here and what
steps of a plan for conducting a test. It shows the we’re talking about.
sequence of steps and who is responsible.
What you can do
• Help your team have productive meetings ✓ Checklist of meeting methods
❍
– Use the meeting process (shown on pp. 74
and 75) to help your team create a plan for The following pages cover some of the most useful
each meeting. tools and methods used to run effective meetings.
Which of them do you and your team use?
– Contribute to discussions.
– Offer to take notes, keep track of time, or Yes No
lead a meeting. We follow a meeting process ❍ ❍
– Contribute ideas for improving your (p. 74)
meetings.
We use agendas to keep the ❍ ❍
meeting organized (p. 76)
• Work on your own meeting skills We assign meeting roles
– Review the agenda before the meeting and Meeting leader (p. 79) ❍ ❍
come prepared.
– Improve your own discussion and
Notetaker (p. 81) ❍ ❍
listening skills. (See Chp. 1, pp. 12 Timekeeper (p. 83) ❍ ❍
and 15)
We evaluate our meetings (p. 85) ❍ ❍
➤ TIP The communication skills described in

Chapter 1 are also helpful in having good
meetings. See the sections on listening (p.
15), discussion skills (p. 12), and feedback
(pp. 21 to 25).

What you can do
• Help your team have productive meetings ✓ Checklist of meeting methods
❍
– Use the meeting process (shown on pp. 74
and 75) to help your team create a plan for The following pages cover some of the most useful
each meeting. tools and methods used to run effective meetings.
Which of them do you and your team use?
– Contribute to discussions.
– Offer to take notes, keep track of time, or Yes No
lead a meeting. We follow a meeting process ❍ ❍
– Contribute ideas for improving your (p. 74)
meetings.
We use agendas to keep the ❍ ❍
meeting organized (p. 76)
• Work on your own meeting skills We assign meeting roles
– Review the agenda before the meeting and Meeting leader (p. 79) ❍ ❍
come prepared.
– Improve your own discussion and
Notetaker (p. 81) ❍ ❍
listening skills. (See Chp. 1, pp. 12 Timekeeper (p. 83) ❍ ❍
and 15)
We evaluate our meetings (p. 85) ❍ ❍
➤ TIP The communication skills described in

Chapter 1 are also helpful in having good
meetings. See the sections on listening (p.
15), discussion skills (p. 12), and feedback
(pp. 21 to 25).

Example meeting process Example meeting process, cont.
This two-page flowchart shows a general sequence
of events in a meeting. Use it to help you plan your
own participation in your team meetings.
BEFORE DURING DURING AFTER
1. 2. 3. 4. 5.
Plan Start Conduct Close Follow Up
Clarify meeting Check-in Cover one Summarize Distribute or

purpose item at a time decisions post meeting
and outcomes Review notes promptly
agenda Manage Review action
Identify discussions items File agendas,
meeting Set or review notes, and
participants ground rules Maintain focus Solicit agenda other
and pace items for next documents
Select Clarify roles meeting
methods Do
to meet Review time assignments
purpose and place for
next meeting
Develop and
distribute Evaluate the
agendas meeting
Set up room Thank

participants

Example meeting process Example meeting process, cont.
This two-page flowchart shows a general sequence
of events in a meeting. Use it to help you plan your
own participation in your team meetings.
BEFORE DURING DURING AFTER
1. 2. 3. 4. 5.
Plan Start Conduct Close Follow Up
Clarify meeting Check-in Cover one Summarize Distribute or

purpose item at a time decisions post meeting
and outcomes Review notes promptly
agenda Manage Review action
Identify discussions items File agendas,
meeting Set or review notes, and
participants ground rules Maintain focus Solicit agenda other
and pace items for next documents
Select Clarify roles meeting
methods Do
to meet Review time assignments
purpose and place for
next meeting
Develop and
distribute Evaluate the
agendas meeting
Set up room Thank

participants

✓ Meeting agenda checklist
❍ Example: A simple meeting agenda
Meeting agendas help people know what to

expect in a meeting. If you are involved in
creating agendas for your team, here is a
checklist of typical information to include.
❍ Items to be discussed
❍ Person or people leading the discussion for
each item
❍ Desired outcome for each item, such as
– List of ideas or options
– Shared understanding
– Priorities
– Decision or recommendation
– Action steps
❍ Estimated time for each item
❍ Meeting evaluation This simple agenda was written on a flipchart at
the beginning of a regular team meeting. It has
➤ TIP You may not need to include all this only the items for the meeting with allotted
information if you have regular meetings with
times. It was not sent out ahead of time, and
standard agenda items (see p. 77). But be
everyone who attends this meeting knows what
sure to include more detail when you are
discussing complex or “hot button” issues (see is meant by these topics so no further detail was
p. 78). needed.

✓ Meeting agenda checklist
❍ Example: A simple meeting agenda
Meeting agendas help people know what to

expect in a meeting. If you are involved in
creating agendas for your team, here is a
checklist of typical information to include.
❍ Items to be discussed
❍ Person or people leading the discussion for
each item
❍ Desired outcome for each item, such as
– List of ideas or options
– Shared understanding
– Priorities
– Decision or recommendation
– Action steps
❍ Estimated time for each item
❍ Meeting evaluation This simple agenda was written on a flipchart at
the beginning of a regular team meeting. It has
➤ TIP You may not need to include all this only the items for the meeting with allotted
information if you have regular meetings with
times. It was not sent out ahead of time, and
standard agenda items (see p. 77). But be
everyone who attends this meeting knows what
sure to include more detail when you are
discussing complex or “hot button” issues (see is meant by these topics so no further detail was
p. 78). needed.

Example: A detailed agenda Example: The meeting leader role
Date: Feb 8, 1995 Purpose: Identify job Having someone lead a meeting can help keep it on
Time: 12:30–1:30 reassignments track and running smoothly. The meeting leader…
Place: Muldowney Room
TIME ITEM WHO HOW OUTCOME
• Opens the meeting
12:30 1. Check-in All Round- • Reviews the agenda with the group; makes
robin changes as appropriate
12:35 2. Review Jan Review Agree on
purpose & agenda • Makes sure there is someone to take notes and
agenda items someone to keep track of time
12:40 3. Recap of Bob Report Establish • Moves through the agenda one item at a time
where we were where we
last meeting were • Facilitates discussions
12:50 4. Review Kip Report & Understand
• Helps the team choose appropriate discussion
proposed discussion proposal and decision methods
changes
(Attachment A)
• Has the group evaluate the meeting
• Gathers ideas for the next meeting
1:05 5. Identify All Brainstorm List of what
concerns and concerns • Closes the meeting
issues people
most
Leading vs. Facilitating
This description of a meeting leader includes
Here is an agenda used at a meeting to discuss “facilitation”—the work that goes into making
job reassignments. The agenda was prepared and meetings run smoothly. In practice, other team
members often help facilitate the
sent out ahead of time to all participants. That
meetings.Teams that are inexperienced or that
helped people know what information to bring to are having difficult times may benefit from having
the meeting and to come prepared to discuss the an outside facilitator or coach brought in to
issues and share their concerns. facilitate meetings. (See also p. 52)

Example: A detailed agenda Example: The meeting leader role
Date: Feb 8, 1995 Purpose: Identify job Having someone lead a meeting can help keep it on
Time: 12:30–1:30 reassignments track and running smoothly. The meeting leader…
Place: Muldowney Room
TIME ITEM WHO HOW OUTCOME
• Opens the meeting
12:30 1. Check-in All Round- • Reviews the agenda with the group; makes
robin changes as appropriate
12:35 2. Review Jan Review Agree on
purpose & agenda • Makes sure there is someone to take notes and
agenda items someone to keep track of time
12:40 3. Recap of Bob Report Establish • Moves through the agenda one item at a time
where we were where we
last meeting were • Facilitates discussions
12:50 4. Review Kip Report & Understand
• Helps the team choose appropriate discussion
proposed discussion proposal and decision methods
changes
(Attachment A)
• Has the group evaluate the meeting
• Gathers ideas for the next meeting
1:05 5. Identify All Brainstorm List of what
concerns and concerns • Closes the meeting
issues people
most
Leading vs. Facilitating
This description of a meeting leader includes
Here is an agenda used at a meeting to discuss “facilitation”—the work that goes into making
job reassignments. The agenda was prepared and meetings run smoothly. In practice, other team
members often help facilitate the
sent out ahead of time to all participants. That
meetings.Teams that are inexperienced or that
helped people know what information to bring to are having difficult times may benefit from having
the meeting and to come prepared to discuss the an outside facilitator or coach brought in to
issues and share their concerns. facilitate meetings. (See also p. 52)

Example: The notetaker role
Building your meeting leader Few people like to take notes at a meeting. Often
skills the problem is that they think the task is more
If you get the opportunity to lead a meeting, difficult than it needs to be. A notetaker’s
here are a few tips to help you out: responsibilities include…
• Take your time. Your teammates will • Capturing the key points for each agenda item.
understand if you need a little extra time to
organize your thoughts.
– It’s seldom necessary to capture
everything that is said word for word.
• Use the agenda as your guide! A well-
organized agenda is a meeting leader’s • Highlighting decisions, action items, and
best friend. issues that will be deferred until future
meetings.
• Ask someone to write key points and
action items on a chalkboard or flipchart in • Copying minutes and seeing that they are
full view of the whole team. distributed or posted.
• Don’t be shy about asking for help from • Filing one copy of the meeting notes in the
the other meeting participants.
team’s official records.
“I’m not sure how to get us back on track – Include copies of any handouts, charts,
here. Can anyone offer some suggestions?” etc. that were used at the meeting.
“Can someone summarize the main points
of the discussion so we can capture them
in the notes?”
➤ TIP Knowing how to lead meetings is a

valuable skill that will benefit all team
members. Ask that your team rotate this
responsibility.

Example: The notetaker role
Building your meeting leader Few people like to take notes at a meeting. Often
skills the problem is that they think the task is more
If you get the opportunity to lead a meeting, difficult than it needs to be. A notetaker’s
here are a few tips to help you out: responsibilities include…
• Take your time. Your teammates will • Capturing the key points for each agenda item.
understand if you need a little extra time to
organize your thoughts.
– It’s seldom necessary to capture
everything that is said word for word.
• Use the agenda as your guide! A well-
organized agenda is a meeting leader’s • Highlighting decisions, action items, and
best friend. issues that will be deferred until future
meetings.
• Ask someone to write key points and
action items on a chalkboard or flipchart in • Copying minutes and seeing that they are
full view of the whole team. distributed or posted.
• Don’t be shy about asking for help from • Filing one copy of the meeting notes in the
the other meeting participants.
team’s official records.
“I’m not sure how to get us back on track – Include copies of any handouts, charts,
here. Can anyone offer some suggestions?” etc. that were used at the meeting.
“Can someone summarize the main points
of the discussion so we can capture them
in the notes?”
➤ TIP Knowing how to lead meetings is a

valuable skill that will benefit all team
members. Ask that your team rotate this
responsibility.

Example: The timekeeper role
Building your notetaking skills A team’s time together is precious. Yet often
when the end of a meeting rolls around the team
The tips below can help make the job of
taking notes much simpler.
finds it has not gotten to half of the agenda
items. To use meeting time wisely…
• Speak up if you don’t understand what is
being said or what decision is being made. • Include times for each agenda item.
“I’m not sure what to put in the notes
• Designate a person to act as a timekeeper.
about this. Is Charlotte agreeing to contact
Jerry about getting new equipment?” • Periodically check how close the estimates
were to how much time was actually spent on
• Use a standard form that provides space
each item.
for the key items your team wants to capture.
Date: Tuesday, May 31st
Notetaker: Chris
Agenda item Key points Outcomes
Data collection Next week is bad for some ACTION: Bobby Jo and
but others have free time. Yuri agree to develop
The first step is to data collection form by
develop form. Try to get Friday. Will bring to next
form draft by the 17th. meeting for comments.
➤ TIP Allow flexibility in the schedule. Let
the group decide when it’s OK to let an
agenda item run longer than originally
• Check if handwritten notes are OK. You
planned and when to cut a discussion short.
can often just photocopy the notes for
Do NOT simply police the agenda (“Time’s
distribution.
up. Move on.”).
• If you are more comfortable working at a
computer keyboard than writing notes, see ➤ TIP Help your team be realistic about how
if your company has a portable much to include in an agenda so you don’t
computer available. always get crunched for time.

Example: The timekeeper role
Building your notetaking skills A team’s time together is precious. Yet often
when the end of a meeting rolls around the team
The tips below can help make the job of
taking notes much simpler.
finds it has not gotten to half of the agenda
items. To use meeting time wisely…
• Speak up if you don’t understand what is
being said or what decision is being made. • Include times for each agenda item.
“I’m not sure what to put in the notes
• Designate a person to act as a timekeeper.
about this. Is Charlotte agreeing to contact
Jerry about getting new equipment?” • Periodically check how close the estimates
were to how much time was actually spent on
• Use a standard form that provides space
each item.
for the key items your team wants to capture.
Date: Tuesday, May 31st
Notetaker: Chris
Agenda item Key points Outcomes
Data collection Next week is bad for some ACTION: Bobby Jo and
but others have free time. Yuri agree to develop
The first step is to data collection form by
develop form. Try to get Friday. Will bring to next
form draft by the 17th. meeting for comments.
➤ TIP Allow flexibility in the schedule. Let
the group decide when it’s OK to let an
agenda item run longer than originally
• Check if handwritten notes are OK. You
planned and when to cut a discussion short.
can often just photocopy the notes for
Do NOT simply police the agenda (“Time’s
distribution.
up. Move on.”).
• If you are more comfortable working at a
computer keyboard than writing notes, see ➤ TIP Help your team be realistic about how
if your company has a portable much to include in an agenda so you don’t
computer available. always get crunched for time.

Example: Evaluating and
improving meetings
Taking time to evaluate meetings is the hallmark
of a team that wants to make rapid progress.
There are several ways to do an evaluation:
• Round-robin comments—go around the room
and let everyone share their ideas in turn
• Written evaluations shared with the group
• Open discussion (anyone speaks in any order)
Evaluation questions
Building your timekeeping skills
• General questions about the meeting
If the responsibility of keeping time falls to
you, here are some guidelines you can use. – What can we do better next time?
• Check how much time is allotted for an – What parts of the meeting worked well?
item.
• Specific questions about issues your team
• Alert the group when time on any given wants to improve
item is running out.
– Did we stay on time? Did anyone feel
“There are two minutes left. Can we wrap up rushed? Did the meeting seem to drag?
or should we allow more time?” – Did everyone contribute?
• Signal when time is up. – Were people open-minded?

Example: Evaluating and
improving meetings
Taking time to evaluate meetings is the hallmark
of a team that wants to make rapid progress.
There are several ways to do an evaluation:
• Round-robin comments—go around the room
and let everyone share their ideas in turn
• Written evaluations shared with the group
• Open discussion (anyone speaks in any order)
Evaluation questions
Building your timekeeping skills
• General questions about the meeting
If the responsibility of keeping time falls to
you, here are some guidelines you can use. – What can we do better next time?
• Check how much time is allotted for an – What parts of the meeting worked well?
item.
• Specific questions about issues your team
• Alert the group when time on any given wants to improve
item is running out.
– Did we stay on time? Did anyone feel
“There are two minutes left. Can we wrap up rushed? Did the meeting seem to drag?
or should we allow more time?” – Did everyone contribute?
• Signal when time is up. – Were people open-minded?

Example: Written evaluation form
Using
Data
Our meeting today was:
Focused 1 2 3 4 Rambling
Using data effectively can help your team…
Productive 1 2 3 4 A waste
• Identify issues to work on and develop focus.
The pace was:
• Make better decisions.
Too fast Just right Too slow
• Understand the nature and extent of problems.
Everyone got a chance to participate: • Resolve conflicts and differences of opinion.
Yes Somewhat No “Let’s get some data on what our customers
say is important.”
Our purpose was:
Clear 1 2 3 4 Confused
What you can do
We made good progress on our plan: • Support the use of data on your team
Yes Somewhat No – Be open to checking your beliefs and
opinions with data.
At our next meeting we should: – Ask other people if they have data to
support their beliefs and opinions.
Do more of:
– Help identify places where data would be
Do less of: helpful.
• Improve your own skills in collecting,
analyzing, and interpreting data

Example: Written evaluation form
Using
Data
Our meeting today was:
Focused 1 2 3 4 Rambling
Using data effectively can help your team…
Productive 1 2 3 4 A waste
• Identify issues to work on and develop focus.
The pace was:
• Make better decisions.
Too fast Just right Too slow
• Understand the nature and extent of problems.
Everyone got a chance to participate: • Resolve conflicts and differences of opinion.
Yes Somewhat No “Let’s get some data on what our customers
say is important.”
Our purpose was:
Clear 1 2 3 4 Confused
What you can do
We made good progress on our plan: • Support the use of data on your team
Yes Somewhat No – Be open to checking your beliefs and
opinions with data.
At our next meeting we should: – Ask other people if they have data to
support their beliefs and opinions.
Do more of:
– Help identify places where data would be
Do less of: helpful.
• Improve your own skills in collecting,
analyzing, and interpreting data

Example: Uses of data Example: Using data to develop focus
The following pages show four uses of data:
• To develop focus (p. 89) Pareto Chart of
• To pinpoint problems with a process or Errors in Purchase Orders
product (p. 90) (403 errors total)
• To investigate possible causes of problems 400
(p. 91)
Focus attention on
Number of errors
• To see the effect of changes (included under 300 tallest bar
“Checking progress,” p. 106)
200
Building your data skills
Being able to collect and use data is another 100
skill that you will find useful in all aspects of
your work.
0
• Take advantage of any training your
ors
an ct
ors
r
co ct
he
Ma tity
Inc e
e
dg corre
company offers on using data tools.
err
d
orr
err
Ot
th
ing
qu
In
et
• The more experience you can get, the better.
ell
Volunteer to help your team collect data.
bu
Sp
• If you have not collected data before, ask
for help from more experienced people.
The Pareto chart above helped a team identify
• Practice collecting data on something in where to focus its improvement efforts. The
your personal life. For example, collect data biggest contributor to problems was errors in
on your car’s gas mileage or your
budgeting codes.
household expenses.

Example: Uses of data Example: Using data to develop focus
The following pages show four uses of data:
• To develop focus (p. 89) Pareto Chart of
• To pinpoint problems with a process or Errors in Purchase Orders
product (p. 90) (403 errors total)
• To investigate possible causes of problems 400
(p. 91)
Focus attention on
Number of errors
• To see the effect of changes (included under 300 tallest bar
“Checking progress,” p. 106)
200
Building your data skills
Being able to collect and use data is another 100
skill that you will find useful in all aspects of
your work.
0
• Take advantage of any training your
ors
an ct
ors
r
co ct
he
Ma tity
Inc e
e
dg corre
company offers on using data tools.
err
d
orr
err
Ot
th
ing
qu
In
et
• The more experience you can get, the better.
ell
Volunteer to help your team collect data.
bu
Sp
• If you have not collected data before, ask
for help from more experienced people.
The Pareto chart above helped a team identify
• Practice collecting data on something in where to focus its improvement efforts. The
your personal life. For example, collect data biggest contributor to problems was errors in
on your car’s gas mileage or your
budgeting codes.
household expenses.

Example: Using data to pinpoint Example: Using data to investigate
problems with a product or process possible causes
Scatter plot of test scores vs.

Time plot of moisture content
number of classes missed
50 100
Investigate
continued rise
Moisture (grams)
40 95
30 90
Test scores
20 85
10 80
75
5 10 15 20 25
70
Sample number
65
A team that was interested in the amount of
moisture in a certain product charted data on a 60
0 1 2 3 4 6
time plot (shown above). The appearance of a 5
pattern like the one circled indicates the team Number of classes missed
should look for something special happening in

the process. A time plot is also called a run The scatter plot above was created by a teacher
chart. who wanted to see if attendance in classes really
did affect test scores. Though there is some
scatter to the points, students who attended more
often generally did better than those who did not.

Example: Using data to pinpoint Example: Using data to investigate
problems with a product or process possible causes
Scatter plot of test scores vs.

Time plot of moisture content
number of classes missed
50 100
Investigate
continued rise
Moisture (grams)
40 95
30 90
Test scores
20 85
10 80
75
5 10 15 20 25
70
Sample number
65
A team that was interested in the amount of
moisture in a certain product charted data on a 60
0 1 2 3 4 6
time plot (shown above). The appearance of a 5
pattern like the one circled indicates the team Number of classes missed
should look for something special happening in

the process. A time plot is also called a run The scatter plot above was created by a teacher
chart. who wanted to see if attendance in classes really
did affect test scores. Though there is some
scatter to the points, students who attended more
often generally did better than those who did not.

• Check for agreement
Making
– Don’t assume that people agree just
Good Decisions
because they don’t speak up. Watch their
body language.
Good decisions don’t just happen. Pay attention – Formally check with the group
to how different decisions get made. periodically.
“This seems to be our agreement. Is there
anyone who is unsure about the choice or
other things we haven’t considered yet?”
A good decision…
• Is supported by the people affected by it.
• Is based on facts and data, not just opinion.
• Is checked against experience.
What you can do
• Help to clarify what decision is being made • Is made knowing what the consequences
will be (and these have been dealt with
– Ask questions. ahead of time as much as possible).
“Is this decision about all overtime
policies or just for this one occasion?” • Is made quickly enough to meet deadlines
but not so quickly that important information
• Help outline pros and cons of the choices and people are ignored.
• Help choose a decision method
– Different decisions require different levels
of support and commitment. (See pp. 94
➤ TIP To make better decisions, work on your
and 95)
listening and data collection skills.

• Check for agreement
Making
– Don’t assume that people agree just
Good Decisions
because they don’t speak up. Watch their
body language.
Good decisions don’t just happen. Pay attention – Formally check with the group
to how different decisions get made. periodically.
“This seems to be our agreement. Is there
anyone who is unsure about the choice or
other things we haven’t considered yet?”
A good decision…
• Is supported by the people affected by it.
• Is based on facts and data, not just opinion.
• Is checked against experience.
What you can do
• Help to clarify what decision is being made • Is made knowing what the consequences
will be (and these have been dealt with
– Ask questions. ahead of time as much as possible).
“Is this decision about all overtime
policies or just for this one occasion?” • Is made quickly enough to meet deadlines
but not so quickly that important information
• Help outline pros and cons of the choices and people are ignored.
• Help choose a decision method
– Different decisions require different levels
of support and commitment. (See pp. 94
➤ TIP To make better decisions, work on your
and 95)
listening and data collection skills.

Examples of decision methods Examples of decision methods, cont.
This page and the next describe the two most Voting
common ways to make decisions: consensus and Each team member gets one vote. The choice
voting. with the most votes wins.
Consensus – Voting is easy and familiar.
Consensus means finding an option that all team – It is OK to take a vote for relatively
members will support. unimportant decisions, but remember it
can leave the “losers” feeling left out.
• Consensus does NOT mean that everyone is
totally happy with the decision. – While taking a vote is a faster way to
make the decision, pushing for consensus
• To reach consensus you need to consider the often makes implementation much faster!
ideas, feelings, and situations of all team
members, not just of a few or even just of the ➤ TIP Explore important issues by polling. Go
majority. around once and have each member just state
how they vote. Then do a round where people
• Reaching consensus usually takes a lot of briefly give one or two reasons for their vote.
discussion time and requires skills in
resolving differences of opinion. Delegating decisions
• The investment in time is usually worth it, In some cases, the team may let one or a few
however. Consensus decisions can often be team members make a particular decision.
implemented smoothly since they are This works well when the decision requires
supported by the entire team. particular expertise or when time is short.
• Use consensus for complex or important “Chris and Zola will be responsible for getting
decisions that require the coordination and input from the whole team, but then they can
understanding of all team members. make the final call on which vendors to use.”

Examples of decision methods Examples of decision methods, cont.
This page and the next describe the two most Voting
common ways to make decisions: consensus and Each team member gets one vote. The choice
voting. with the most votes wins.
Consensus – Voting is easy and familiar.
Consensus means finding an option that all team – It is OK to take a vote for relatively
members will support. unimportant decisions, but remember it
can leave the “losers” feeling left out.
• Consensus does NOT mean that everyone is
totally happy with the decision. – While taking a vote is a faster way to
make the decision, pushing for consensus
• To reach consensus you need to consider the often makes implementation much faster!
ideas, feelings, and situations of all team
members, not just of a few or even just of the ➤ TIP Explore important issues by polling. Go
majority. around once and have each member just state
how they vote. Then do a round where people
• Reaching consensus usually takes a lot of briefly give one or two reasons for their vote.
discussion time and requires skills in
resolving differences of opinion. Delegating decisions
• The investment in time is usually worth it, In some cases, the team may let one or a few
however. Consensus decisions can often be team members make a particular decision.
implemented smoothly since they are This works well when the decision requires
supported by the entire team. particular expertise or when time is short.
• Use consensus for complex or important “Chris and Zola will be responsible for getting
decisions that require the coordination and input from the whole team, but then they can
understanding of all team members. make the final call on which vendors to use.”

• Be as objective as possible
Evaluating Potential
– Gather information on the strengths and
Solutions
weaknesses of all proposed solutions,
including your favorite.
Many teams rush to implement the first solution – Be open to new perspectives.
that comes to mind. However, it’s usually better – Think creatively about how to address
in the long run to evaluate a number of possible concerns others have with your favorite
solutions before making any changes. This helps solution.
a team choose the best option and be creative in – Be willing to combine parts of different
combining the best aspects of several options. solutions.
What you can do Examples of ways to evaluate potential

• Help your team identify and evaluate solutions
potential solutions The following pages show examples of several
– Generate a list of criteria before you techniques for evaluating the pros and cons of
discuss the options so you’ll know how to different solutions.
interpret your discussions. • The solution checklist (p. 98) provides an
“Do we go with Option A because it’s overview of information you may find helpful
cheaper? Or is it better to go with Option
D because it’s quicker?” • The solution matrix (p. 99) is a quick way to
capture key points for each potential solution
– Brainstorm possible solutions. Be
creative.
➤ TIP Allow people time to think carefully
– Evaluate solutions against the criteria. about pros and cons of different alternatives
and to check ideas with others not on the
team. Often this means continuing the
discussion over several meetings.

• Be as objective as possible
Evaluating Potential
– Gather information on the strengths and
Solutions
weaknesses of all proposed solutions,
including your favorite.
Many teams rush to implement the first solution – Be open to new perspectives.
that comes to mind. However, it’s usually better – Think creatively about how to address
in the long run to evaluate a number of possible concerns others have with your favorite
solutions before making any changes. This helps solution.
a team choose the best option and be creative in – Be willing to combine parts of different
combining the best aspects of several options. solutions.
What you can do Examples of ways to evaluate potential

• Help your team identify and evaluate solutions
potential solutions The following pages show examples of several
– Generate a list of criteria before you techniques for evaluating the pros and cons of
discuss the options so you’ll know how to different solutions.
interpret your discussions. • The solution checklist (p. 98) provides an
“Do we go with Option A because it’s overview of information you may find helpful
cheaper? Or is it better to go with Option
D because it’s quicker?” • The solution matrix (p. 99) is a quick way to
capture key points for each potential solution
– Brainstorm possible solutions. Be
creative.
➤ TIP Allow people time to think carefully
– Evaluate solutions against the criteria. about pros and cons of different alternatives
and to check ideas with others not on the
team. Often this means continuing the
discussion over several meetings.

✓ Solution checklist
❍
Example of solution matrix
The solution matrix below shows options a
company considered when deciding whether to
Here is a checklist of common criteria used to replace a receptionist who was leaving or find a
evaluate proposed changes or solutions. new way to handle incoming calls.
❍ Cost
– Dollars, time, additional investments
position means
staffing needs
C.S. reps. are
minutes while
Problems
wait in queue
Callers could
taking orders
Potential
or answering
in C.S. won't
needed (new equipment, for example)
receptionist
questions
❍ Impact on the organization
several
be met
Filling
– Which employees will be affected and how
additional staff Can implement

– Training needed
How Hard
or Easy
immediately
Moderately
Will take 6
implement
❍ Potential benefits
weeks to
Easy
easy
– Improvements customers will see
– Savings in time, money, or hassles
incoming calls
answering the
ans ering the

Benefits
providing fast
Get a person
Get a person
responses to
Uses current
technology
– How the change will help position the
Does not
Continue
require
phone
company better for the future
❍ Potential problems
technician time
to reprogram &
– Anticipated problems and potential
test phones
30 minutes
advertising
Salary and
training for
Cost
C.S. staff
prevention or remedies
benefits
HR &
2 hrs
$200
❍ Ease of implementation
$0
incoming calls
➤ TIP This information can be summarized in
Solution
service area
receptionist
Hire a new
directly to
customer
Send all
a solution matrix, like the one shown on p. 99.
➤ TIP Use data as often as possible.

✓ Solution checklist
❍
Example of solution matrix
The solution matrix below shows options a
company considered when deciding whether to
Here is a checklist of common criteria used to replace a receptionist who was leaving or find a
evaluate proposed changes or solutions. new way to handle incoming calls.
❍ Cost
– Dollars, time, additional investments
position means
staffing needs
C.S. reps. are
minutes while
Problems
wait in queue
Callers could
taking orders
Potential
or answering
in C.S. won't
needed (new equipment, for example)
receptionist
questions
❍ Impact on the organization
several
be met
Filling
– Which employees will be affected and how
additional staff Can implement

– Training needed
How Hard
or Easy
immediately
Moderately
Will take 6
implement
❍ Potential benefits
weeks to
Easy
easy
– Improvements customers will see
– Savings in time, money, or hassles
incoming calls
answering the
ans ering the

Benefits
providing fast
Get a person
Get a person
responses to
Uses current
technology
– How the change will help position the
Does not
Continue
require
phone
company better for the future
❍ Potential problems
technician time
to reprogram &
– Anticipated problems and potential
test phones
30 minutes
advertising
Salary and
training for
Cost
C.S. staff
prevention or remedies
benefits
HR &
2 hrs
$200
❍ Ease of implementation
$0
incoming calls
➤ TIP This information can be summarized in
Solution
service area
receptionist
Hire a new
directly to
customer
Send all
a solution matrix, like the one shown on p. 99.
➤ TIP Use data as often as possible.

What you can do
Implementing
• Help draft a plan for making the changes
Changes
• Help implement the changes
Why it’s important to your team – Identify what role you can play in making
Coming up with ideas about what needs to be the changes happen. Follow through on
changed is often the easiest part of a team’s your commitments.
work. Making the changes takes planning, – Volunteer for tasks such as updating
follow-through, and cooperation. Doing it well training or work documents.
will increase the odds that your team will see its
ideas put to good use. Not doing it well may – Discuss proposed changes informally with
mean all your hard work will go to waste. coworkers. Explain how and why the
changes are being made and how it will
Two keys to making changes well are planning affect them. Listen to their concerns.
and communication. – Pay attention to what happens when the
• Good plans help your team manage its changes are made. Look for things that are
resources and time. working well or aren’t working well, and
• Good communication helps changes go more for both intended and unintended effects.
smoothly and makes sure nothing important is • Give the changes a chance to work
missed.
The power to make changes

Some teams have the power to make changes
in the workplace, usually within certain limits
or boundaries (see p. 44). Others are asked
just to come up with recommendations. Before Example of ways to make changes
making changes, be clear about your team’s The next page describes one method that can be
limits and authority.
used to make changes.
What you can do
Implementing
• Help draft a plan for making the changes
Changes
• Help implement the changes
Why it’s important to your team – Identify what role you can play in making
Coming up with ideas about what needs to be the changes happen. Follow through on
changed is often the easiest part of a team’s your commitments.
work. Making the changes takes planning, – Volunteer for tasks such as updating
follow-through, and cooperation. Doing it well training or work documents.
will increase the odds that your team will see its
ideas put to good use. Not doing it well may – Discuss proposed changes informally with
mean all your hard work will go to waste. coworkers. Explain how and why the
changes are being made and how it will
Two keys to making changes well are planning affect them. Listen to their concerns.
and communication. – Pay attention to what happens when the
• Good plans help your team manage its changes are made. Look for things that are
resources and time. working well or aren’t working well, and
• Good communication helps changes go more for both intended and unintended effects.
smoothly and makes sure nothing important is • Give the changes a chance to work
missed.
The power to make changes

Some teams have the power to make changes
in the workplace, usually within certain limits
or boundaries (see p. 44). Others are asked
just to come up with recommendations. Before Example of ways to make changes
making changes, be clear about your team’s The next page describes one method that can be
limits and authority.
used to make changes.
Example of a method for making changes
Checking Results
• Develop a plan. (See p. 64)
and Progress
– Be sure to identify ways you will know if
the change is working. Why it’s important to your team
• Try the change on a small scale. Many teams fall into a trap of making changes
– Look for ways to test the change with only and assuming they will get the results they
a few people or in a small part of the work wanted. Effective teams, however, know that it’s
area. critical to monitor results, check progress, and
modify the changes as needed.
– Carry out the change and check to see if it
worked.
What you can do
– Identify ways to improve the change. • Before the change, help your team
• Implement the changes full-scale. understand the current situation
– Document how the new or updated – What happens now in the workplace?
procedures should work. Volunteer to help collect data or other
– Train everyone in the new procedures. information.
• Periodically check on how well things are • Help to identify “measures of progress”
working. (See p. 103) – What will be different if the change has
the desired effect? (See p. 105)
• After the changes, help your team collect
➤ TIP Much of the time, you will get some new data
resistance to the changes your team wants to
– Prepare “before” and “after” charts
make. Involving other people in planning and
implementing these changes can greatly displaying the results. (See p. 106)
reduce resistance.
Example of a method for making changes
Checking Results
• Develop a plan. (See p. 64)
and Progress
– Be sure to identify ways you will know if
the change is working. Why it’s important to your team
• Try the change on a small scale. Many teams fall into a trap of making changes
– Look for ways to test the change with only and assuming they will get the results they
a few people or in a small part of the work wanted. Effective teams, however, know that it’s
area. critical to monitor results, check progress, and
modify the changes as needed.
– Carry out the change and check to see if it
worked.
What you can do
– Identify ways to improve the change. • Before the change, help your team
• Implement the changes full-scale. understand the current situation
– Document how the new or updated – What happens now in the workplace?
procedures should work. Volunteer to help collect data or other
– Train everyone in the new procedures. information.
• Periodically check on how well things are • Help to identify “measures of progress”
working. (See p. 103) – What will be different if the change has
the desired effect? (See p. 105)
• After the changes, help your team collect
➤ TIP Much of the time, you will get some new data
resistance to the changes your team wants to
– Prepare “before” and “after” charts
make. Involving other people in planning and
implementing these changes can greatly displaying the results. (See p. 106)
reduce resistance.
Examples of measures
The key to identifying measures of progress is to
think about how you will know if your purpose is
being achieved. For instance, what will be…
– different? – improved?
– increased? – reduced?
– eliminated?
Here are a few specific examples of what you
could measure:
– Number of hours to produce a specific
document
– Number of days in the hospital after
Examples of ways to check progress surgery
The next few pages describe some helpful – Reasons for phone calls to the customer
techniques for checking progress. support line
• First, identify measures of progress. (See p. – Number of defects per thousand pieces a
105) machine produces
– Percent reduction in time to complete a
• Create simple displays of “before” and
process
“after” data. (See p. 106)
– Percent increase in equipment uptime
• Track results by adding an extra column to
your planning grid (discussed earlier in the
chapter, p. 68), or create a new check form.
(See p. 107)
➤ TIP Review your team’s purpose statement.
It should give you clues on what to measure.
Examples of measures
The key to identifying measures of progress is to
think about how you will know if your purpose is
being achieved. For instance, what will be…
– different? – improved?
– increased? – reduced?
– eliminated?
Here are a few specific examples of what you
could measure:
– Number of hours to produce a specific
document
– Number of days in the hospital after
Examples of ways to check progress surgery
The next few pages describe some helpful – Reasons for phone calls to the customer
techniques for checking progress. support line
• First, identify measures of progress. (See p. – Number of defects per thousand pieces a
105) machine produces
– Percent reduction in time to complete a
• Create simple displays of “before” and
process
“after” data. (See p. 106)
– Percent increase in equipment uptime
• Track results by adding an extra column to
your planning grid (discussed earlier in the
chapter, p. 68), or create a new check form.
(See p. 107)
➤ TIP Review your team’s purpose statement.
It should give you clues on what to measure.
Example of using data to check progress Example of a form used
The chart below shows how many foul shots a to check progress
basketball player made out of each 30 tries
before and after training. The data values from Step Completion Hours Comments
Dates
after the training are clearly much higher than
Plan Actual
before the training.
#1. 2/3 Discovered
2/12 28
Develop we didn't
Number of baskets made out of training agree on
each 30 tries, before and after materials steps
Before After
25
#2. They
24 2/22 3/1 8
23 Test with wanted
22 3 people more
21 diagrams
20
19 #3.
18 3/8 3/8 4
Improve
17
16 materials
15
14
13
12 This simple form was used by a team to track the
11 progress of its plan and to document follow-
10
through of key issues.
9
8
This basic form can easily be adapted to let a
7
6 team capture more details on information such as
5 amount of improvement made, cost savings, and
so on.
Example of using data to check progress Example of a form used
The chart below shows how many foul shots a to check progress
basketball player made out of each 30 tries
before and after training. The data values from Step Completion Hours Comments
Dates
after the training are clearly much higher than
Plan Actual
before the training.
#1. 2/3 Discovered
2/12 28
Develop we didn't
Number of baskets made out of training agree on
each 30 tries, before and after materials steps
Before After
25
#2. They
24 2/22 3/1 8
23 Test with wanted
22 3 people more
21 diagrams
20
19 #3.
18 3/8 3/8 4
Improve
17
16 materials
15
14
13
12 This simple form was used by a team to track the
11 progress of its plan and to document follow-
10
through of key issues.
9
8
This basic form can easily be adapted to let a
7
6 team capture more details on information such as
5 amount of improvement made, cost savings, and
so on.
Examples of team records
Keeping Records and
The list below shows four of the most common
Documentation
types of team records, but you may have others.
Why it’s important to your team • Notes from meetings
During a team’s lifetime—be it weeks, months, • Data records, including graphs and charts
or years—members will discuss countless issues,
look at a lot of data, take many actions, and so • Results of customer surveys
on. Accurate records of what your team does and • Reports summarizing the team’s progress and
accomplishes helps maintain forward momentum achievements
and prevent rework.
What you can do

• Help your team keep accurate and
complete records
– Volunteer to take notes at meetings or
organize the results of data collection
efforts.
– Make sure information you help to gather
is captured in your team’s records.
Examples of team records
Keeping Records and
The list below shows four of the most common
Documentation
types of team records, but you may have others.
Why it’s important to your team • Notes from meetings
During a team’s lifetime—be it weeks, months, • Data records, including graphs and charts
or years—members will discuss countless issues,
look at a lot of data, take many actions, and so • Results of customer surveys
on. Accurate records of what your team does and • Reports summarizing the team’s progress and
accomplishes helps maintain forward momentum achievements
and prevent rework.
What you can do

• Help your team keep accurate and
complete records
– Volunteer to take notes at meetings or
organize the results of data collection
efforts.
– Make sure information you help to gather
is captured in your team’s records.
CHAPTER 4
• Remember that you share responsibility for
the team’s success. Contribute to
discussions, help develop plans, offer
opinions when the team is making decisions,
and so on.
KNOWING WHEN AND
• Take every chance that comes to you to
develop your personal skills in these areas. HOW TO END
The more of these skills you have, the more
valuable you will be to your organization.
• Encourage your team to experiment with
different kinds of decision making. See what Quick Finder
works best in different situations.
Closure Checklist ...................................112
• Develop simple data-based measures to
track your own work. For example, take data When It’s Time to End............................113
on how long it actually takes to complete Achieving a Purpose ..............................114
tasks compared to what you thought it would
take. Maintaining Gains ..................................116
Completing Documentation ...................120
Evaluation..............................................124
Sharing Results .....................................126
Action Tips .............................................134
110 Getting Work Done in Teams

CHAPTER 4
• Remember that you share responsibility for
the team’s success. Contribute to
discussions, help develop plans, offer
opinions when the team is making decisions,
and so on.
KNOWING WHEN AND
• Take every chance that comes to you to
develop your personal skills in these areas. HOW TO END
The more of these skills you have, the more
valuable you will be to your organization.
• Encourage your team to experiment with
different kinds of decision making. See what Quick Finder
works best in different situations.
Closure Checklist ...................................112
• Develop simple data-based measures to
track your own work. For example, take data When It’s Time to End............................113
on how long it actually takes to complete Achieving a Purpose ..............................114
tasks compared to what you thought it would
take. Maintaining Gains ..................................116
Completing Documentation ...................120
Evaluation..............................................124
Sharing Results .....................................126
Action Tips .............................................134
110 Getting Work Done in Teams

Closure Checklist When It’s
The following checklist covers the main signals Time to End
that tell a team its current effort should be
brought to a close. How many of them apply to Sooner or later, every team has to end something.
your team? Project teams, for instance, may be finishing
their work while ongoing teams may just be
Yes No completing a particular effort. The question is
We accomplished our purpose ❍ ❍ how you want to end. Letting achievements go
(p. 114) unrecognized can be disheartening. To end on a
positive note…
We took steps to maintain the ❍ ❍ • Evaluate and document the team’s work,
gains (p. 116) achievements, and lessons learned.
We completed the ❍ ❍ • Maintain the gains: Take steps to make sure
documentation of our actions, the changes and improvements made by the
results, and ideas for future team will continue.
improvements (p. 120)
• Share results with your organization.
We evaluated our work (how we ❍ ❍ • Recognize and celebrate the contributions
worked together and what we that made the team’s achievements possible.
accomplished) (p. 124)
We shared results with others ❍ ❍ Tips on using this chapter
(p. 126) The methods described in this chapter cover the
main themes mentioned above. Use the checklist
We recognized everyone’s ❍ ❍ on the facing page to help you decide which of
contributions and celebrated our the items your team has completed and which
achievements (p. 132) need further attention.
112 Knowing When and How to End Knowing When and How to End 113
Closure Checklist When It’s
The following checklist covers the main signals Time to End
that tell a team its current effort should be
brought to a close. How many of them apply to Sooner or later, every team has to end something.
your team? Project teams, for instance, may be finishing
their work while ongoing teams may just be
Yes No completing a particular effort. The question is
We accomplished our purpose ❍ ❍ how you want to end. Letting achievements go
(p. 114) unrecognized can be disheartening. To end on a
positive note…
We took steps to maintain the ❍ ❍ • Evaluate and document the team’s work,
gains (p. 116) achievements, and lessons learned.
We completed the ❍ ❍ • Maintain the gains: Take steps to make sure
documentation of our actions, the changes and improvements made by the
results, and ideas for future team will continue.
improvements (p. 120)
• Share results with your organization.
We evaluated our work (how we ❍ ❍ • Recognize and celebrate the contributions
worked together and what we that made the team’s achievements possible.
accomplished) (p. 124)
We shared results with others ❍ ❍ Tips on using this chapter
(p. 126) The methods described in this chapter cover the
main themes mentioned above. Use the checklist
We recognized everyone’s ❍ ❍ on the facing page to help you decide which of
contributions and celebrated our the items your team has completed and which
achievements (p. 132) need further attention.
What you can do
Knowing You Have
• Help your team identify appropriate
Achieved Your Purpose
indicators or signals
Why it’s important to your team – The time to figure out how you will know
If your team does not know how to tell when its when you are done is at the beginning of a
purpose is accomplished, it could end up project or effort. (See Chp. 2, p. 44)
stopping too early or too late. – Think about what will be different when
you are done. What will be better? What
• If a team’s work ends before sufficient will be happening or not happening? What
progress has been made, your organization will the data look like? (See Chp. 3,
may suffer business losses. p. 104)
– This often includes increased costs,
quality that is less than it could or should • Help your team recognize when its purpose
be, failure to meet customer needs, rework has been accomplished
down the road, and so on. – Regularly review the data and other
information your team is gathering.
• If it continues for too long, the organization
pays in other ways. – Compare this information to indicators
you have identified.
– For example, the team may have missed
out on other improvement opportunities – Let your team know when you think it has
by focusing too long in one area. made sufficient progress.
Being able to judge when you have

accomplished your purpose helps your team and
your organization use its resources wisely.
What you can do
Knowing You Have
• Help your team identify appropriate
Achieved Your Purpose
indicators or signals
Why it’s important to your team – The time to figure out how you will know
If your team does not know how to tell when its when you are done is at the beginning of a
purpose is accomplished, it could end up project or effort. (See Chp. 2, p. 44)
stopping too early or too late. – Think about what will be different when
you are done. What will be better? What
• If a team’s work ends before sufficient will be happening or not happening? What
progress has been made, your organization will the data look like? (See Chp. 3,
may suffer business losses. p. 104)
– This often includes increased costs,
quality that is less than it could or should • Help your team recognize when its purpose
be, failure to meet customer needs, rework has been accomplished
down the road, and so on. – Regularly review the data and other
information your team is gathering.
• If it continues for too long, the organization
pays in other ways. – Compare this information to indicators
you have identified.
– For example, the team may have missed
out on other improvement opportunities – Let your team know when you think it has
by focusing too long in one area. made sufficient progress.
Being able to judge when you have

accomplished your purpose helps your team and
your organization use its resources wisely.
• Help to update appropriate documentation
Maintaining
– Identify any job aids used to do the work.
the Gains
This includes manuals, diagrams,
flowcharts, computer records, or other
work instructions.
Many teams have been disappointed when they
realize that improvements they made have been – If you have the authority, update these job
lost. Teams need to do whatever they can to aids as needed. If not, come up with
make sure the changes they have made are recommendations for your manager or
preserved. supervisor.
• Help to develop a plan for getting the new
methods well established
What you can do – Include a plan for trying out updated
• Help your team identify changes that will training, procedures, and documents on a
make it easy for people to use new small scale.
procedures and hard for them to backslide
to the old methods
– Help document exactly what is being Example of updated job aids
changed. Who has to do what and when? The following pages show a job aid that helped
– Think about how the procedures can be people use a new procedure.
made error-proof. What could prevent • A deployment flowchart can show people
people from using old methods? What will how different tasks relate. This sample also
make it easy to use the new methods? includes space for brief notes on what should
be measured on this process and what actions
to take as a result.
• Help to update appropriate documentation
Maintaining
– Identify any job aids used to do the work.
the Gains
This includes manuals, diagrams,
flowcharts, computer records, or other
work instructions.
Many teams have been disappointed when they
realize that improvements they made have been – If you have the authority, update these job
lost. Teams need to do whatever they can to aids as needed. If not, come up with
make sure the changes they have made are recommendations for your manager or
preserved. supervisor.
• Help to develop a plan for getting the new
methods well established
What you can do – Include a plan for trying out updated
• Help your team identify changes that will training, procedures, and documents on a
make it easy for people to use new small scale.
procedures and hard for them to backslide
to the old methods
– Help document exactly what is being Example of updated job aids
changed. Who has to do what and when? The following pages show a job aid that helped
– Think about how the procedures can be people use a new procedure.
made error-proof. What could prevent • A deployment flowchart can show people
people from using old methods? What will how different tasks relate. This sample also
make it easy to use the new methods? includes space for brief notes on what should
be measured on this process and what actions
to take as a result.
Example of form for maintaining gains from changes made to a process
The form on these pages was used to help people manage a purchasing process.
New process Measures Actions

Employee Supervisor Purchasing Agent (Who tracks what) (What to do about it)
1. Fill out
request This part of the chart
This part of the shows how to monitor
form chart shows the the process and what
process steps actions to take
2. Discuss
request
3. Supervisors track 3. Create chart
# of requests showing monthly
approved and figures. Alert
denied. manager if rises
3. 4. Add
YES abruptly or over
Approve? accounting time. Look for
codes patterns over time.
NO 4. Purchase agent 4. Alert supervisor if

6. Create counts # of requests not clear what code
5. Discuss where it is not clear to use. Develop new
reasons purchase
order what code to use. codes as needed.
Revise request form.
Example of form for maintaining gains from changes made to a process
The form on these pages was used to help people manage a purchasing process.
New process Measures Actions

Employee Supervisor Purchasing Agent (Who tracks what) (What to do about it)
1. Fill out
request This part of the chart
This part of the shows how to monitor
form chart shows the the process and what
process steps actions to take
2. Discuss
request
3. Supervisors track 3. Create chart
# of requests showing monthly
approved and figures. Alert
denied. manager if rises
3. 4. Add
YES abruptly or over
Approve? accounting time. Look for
codes patterns over time.
NO 4. Purchase agent 4. Alert supervisor if

6. Create counts # of requests not clear what code
5. Discuss where it is not clear to use. Develop new
reasons purchase
order what code to use. codes as needed.
Revise request form.
Completing Your
Documentation
A team’s documentation serves as the
organization’s memory of what happened on the
team—what was learned, what was gained.
Having every team document its efforts is a key
ingredient in creating rapid learning and progress.
What you can do

• Help your team update and complete its
records
– Help your team keep track of
achievements, successes, and lessons
learned.
– When it’s time to end, help to compile
and organize all the pertinent records.
– Review the documents to make sure you
understand them.
Example of completed documentation
• The following two pages show excerpts from
➤ TIP Pretend it’s a year down the road and a storyboard. This kind of documentation
you want to refer to something your team did. relies mostly on pictures, graphs, and brief
Will you understand the language, references, comments to capture the key points of a
and plots in your team’s documentation?
team’s effort.
Completing Your
Documentation
A team’s documentation serves as the
organization’s memory of what happened on the
team—what was learned, what was gained.
Having every team document its efforts is a key
ingredient in creating rapid learning and progress.
What you can do

• Help your team update and complete its
records
– Help your team keep track of
achievements, successes, and lessons
learned.
– When it’s time to end, help to compile
and organize all the pertinent records.
– Review the documents to make sure you
understand them.
Example of completed documentation
• The following two pages show excerpts from
➤ TIP Pretend it’s a year down the road and a storyboard. This kind of documentation
you want to refer to something your team did. relies mostly on pictures, graphs, and brief
Will you understand the language, references, comments to capture the key points of a
and plots in your team’s documentation?
team’s effort.
Example of a storyboard for an administrative process
These two pages show excerpts from the beginning and end of a team’s storyboard on its reimbursement
project. The complete storyboard had information on many other steps.
Step 6: Maintaining the Gains

Step 1: Project
Pareto Chart of Much later in this
Expense Reimbursement Complaints document, the team
Jan. 18-29, 1993 1 included a copy of a
Select an item new flowchart.
180
The team showed
160 the data used to
Number of Complaints
narrow down the 2

140 3 Include receipt
problem. Is item a Yes
meal? (required by company)
120
100
No
80 Indicate who was
4 at meal and topics
60 discussed
40
5
Yes 6
20 Is item
Include receipt
over $25?
(required by IRS)
es
g
ts
r
he
orm
nc
lon
eip
Ot
co
rre
No
rec
too
df
cu
ow
ate
se
s
gn
kn
ke
lic
Lo
rei
Ta
n't
7
mp
Fo
Do
Include receipt
Co
(optional)
Type of Complaints
Example of a storyboard for an administrative process
These two pages show excerpts from the beginning and end of a team’s storyboard on its reimbursement
project. The complete storyboard had information on many other steps.
Step 6: Maintaining the Gains

Step 1: Project
Pareto Chart of Much later in this
Expense Reimbursement Complaints document, the team
Jan. 18-29, 1993 1 included a copy of a
Select an item new flowchart.
180
The team showed
160 the data used to
Number of Complaints
narrow down the 2

140 3 Include receipt
problem. Is item a Yes
meal? (required by company)
120
100
No
80 Indicate who was
4 at meal and topics
60 discussed
40
5
Yes 6
20 Is item
Include receipt
over $25?
(required by IRS)
es
g
ts
r
he
orm
nc
lon
eip
Ot
co
rre
No
rec
too
df
cu
ow
ate
se
s
gn
kn
ke
lic
Lo
rei
Ta
n't
7
mp
Fo
Do
Include receipt
Co
(optional)
Type of Complaints
Evaluating Your Team’s
Work
✓ Example: Team evaluation checklist
❍
The checklist below shows steps often taken to
Why it’s important to your team evaluate a team’s work.
Though one effort or project is coming to a ❍ Start with a general evaluation
close, every person on the team will probably be
involved with other efforts or teams in the future. – Have everyone share their overall
Taking time to evaluate the current effort or impressions.
project… – What did the team do well?
• Helps provide a sense of closure. – What did the team have trouble with?
• Reinforces key learnings. ❍ Review the team’s achievements

– Did you accomplish your stated purpose?
• Provides the basis for ongoing improvement.
– If yes, what made that possible?
– If no, what roadblocks stood in the way?
What you can do ❍ Compile a list of key learnings
• Help your team evaluate its work – What did you learn about the product,
– Before the meeting when your team is service, or process that you worked on?
going to evaluate its work, review your – What did you learn about your customers
own documents. Jot down notes on things and their needs?
you liked and didn’t like about the results – What did you learn about working
the team achieved or how the team did its together as a team?
work.
❍ List ideas for how future efforts could be
– Encourage other people on the team to do
improved
the same.
Evaluating Your Team’s
Work
✓ Example: Team evaluation checklist
❍
The checklist below shows steps often taken to
Why it’s important to your team evaluate a team’s work.
Though one effort or project is coming to a ❍ Start with a general evaluation
close, every person on the team will probably be
involved with other efforts or teams in the future. – Have everyone share their overall
Taking time to evaluate the current effort or impressions.
project… – What did the team do well?
• Helps provide a sense of closure. – What did the team have trouble with?
• Reinforces key learnings. ❍ Review the team’s achievements

– Did you accomplish your stated purpose?
• Provides the basis for ongoing improvement.
– If yes, what made that possible?
– If no, what roadblocks stood in the way?
What you can do ❍ Compile a list of key learnings
• Help your team evaluate its work – What did you learn about the product,
– Before the meeting when your team is service, or process that you worked on?
going to evaluate its work, review your – What did you learn about your customers
own documents. Jot down notes on things and their needs?
you liked and didn’t like about the results – What did you learn about working
the team achieved or how the team did its together as a team?
work.
❍ List ideas for how future efforts could be
– Encourage other people on the team to do
improved
the same.
Examples of ways to share your results
Sharing
There are many ways that your team can share its
Results
results with the rest of your organization. Two of
the most common, described on the following
pages, are to…
You and your teammates have probably learned a
lot by being part of the team. It may be obvious • Do a presentation. This is most often done for
that sharing your lessons with others not on the a manager and coworkers, but is sometimes
team can benefit them, but how can sharing done for executives or customers. (See p. 128)
results benefit you? Sharing your work… • Contribute an article to your organization’s
• Helps reinforce the lessons you have learned. newsletter. (See p. 130)
• Can make the final implementation of your
team’s ideas go more smoothly.
What you can do

• Help your team share its results formally
with the organization
– Identify ways that information is shared in
your organization.
– Help your team use these outlets to
publicize your accomplishments.
➤ TIP See if your organization has a central
• Share lessons and insights informally with database, file, or record-keeping system for
your coworkers tracking team efforts. If so, give a copy of your
– Talking with coworkers can help them feel team’s documents to the people who maintain
more involved with the team. those records.
Examples of ways to share your results
Sharing
There are many ways that your team can share its
Results
results with the rest of your organization. Two of
the most common, described on the following
pages, are to…
You and your teammates have probably learned a
lot by being part of the team. It may be obvious • Do a presentation. This is most often done for
that sharing your lessons with others not on the a manager and coworkers, but is sometimes
team can benefit them, but how can sharing done for executives or customers. (See p. 128)
results benefit you? Sharing your work… • Contribute an article to your organization’s
• Helps reinforce the lessons you have learned. newsletter. (See p. 130)
• Can make the final implementation of your
team’s ideas go more smoothly.
What you can do

• Help your team share its results formally
with the organization
– Identify ways that information is shared in
your organization.
– Help your team use these outlets to
publicize your accomplishments.
➤ TIP See if your organization has a central
• Share lessons and insights informally with database, file, or record-keeping system for
your coworkers tracking team efforts. If so, give a copy of your
– Talking with coworkers can help them feel team’s documents to the people who maintain
more involved with the team. those records.
Example: Preparing a presentation
• Work with your teammates to decide who will
be involved in developing and delivering the
presentation. Try to involve everyone.
• Find out who will be in your audience. What
do they need to know? How will they use the
information you give them?
• Write notes about what you want to cover.
– Include a brief review of what your team
did, what it learned, and what impact the
work will have or has had on the
organization and its customers.
– At the end, be sure to include
recommendations for next steps.
• Make it visual. Many people understand
charts and pictures better than words.
– For instance, put key charts, data, or
sketches on flipcharts, posters, or
overheads.
• Practice the presentation
– This is especially important if the whole
➤ TIP If your team’s work has involved contact
team is involved. A practice session lets
with customers or suppliers, try to involve
everyone coordinate their timing and key them in the presentation as well.
points they need to make.
Example: Preparing a presentation
• Work with your teammates to decide who will
be involved in developing and delivering the
presentation. Try to involve everyone.
• Find out who will be in your audience. What
do they need to know? How will they use the
information you give them?
• Write notes about what you want to cover.
– Include a brief review of what your team
did, what it learned, and what impact the
work will have or has had on the
organization and its customers.
– At the end, be sure to include
recommendations for next steps.
• Make it visual. Many people understand
charts and pictures better than words.
– For instance, put key charts, data, or
sketches on flipcharts, posters, or
overheads.
• Practice the presentation
– This is especially important if the whole
➤ TIP If your team’s work has involved contact
team is involved. A practice session lets
with customers or suppliers, try to involve
everyone coordinate their timing and key them in the presentation as well.
points they need to make.
Example: Writing a newsletter article 3. Lessons learned
Many organizations use in-house newsletters to • Describe what the team learned about the
spread information. The editor of this newsletter specific issue being studied and its impact on
would probably be happy to publish the results the organization’s business needs and its
of your team. Here is a simple outline you could customers.
use for the article. • Include notes on what the team learned about
how to plan, analyze problems, make changes,
and so on.
1. Introduction
• Describe the problems or issues the team ➤ TIP Focus on tips you think will help other
people in your organization.
addressed and what solutions were put in
place.
• Give a brief overview of actions and results.
4. Acknowledgments
➤ TIP Open the article with a story from a • List all the people on your team and
customer or coworker who was experiencing acknowledge the support of your departments
the problem your team solved. and managers.
• Include anyone who was not on the team but
who contributed to its work (by covering
2. Summary of major findings
phones or doing extra work, for example).
• List or briefly describe the steps the team
took. ➤ TIP BE GENEROUS. Include anyone who
supported your team’s efforts.
• Describe the changes the team made and
what the results of those changes were. ➤ TIP Have someone take a photo of your
team at work, or of the product or workplace
➤ TIP Use data charts and diagrams to show
you studied.
what the team discovered.
Example: Writing a newsletter article 3. Lessons learned
Many organizations use in-house newsletters to • Describe what the team learned about the
spread information. The editor of this newsletter specific issue being studied and its impact on
would probably be happy to publish the results the organization’s business needs and its
of your team. Here is a simple outline you could customers.
use for the article. • Include notes on what the team learned about
how to plan, analyze problems, make changes,
and so on.
1. Introduction
• Describe the problems or issues the team ➤ TIP Focus on tips you think will help other
people in your organization.
addressed and what solutions were put in
place.
• Give a brief overview of actions and results.
4. Acknowledgments
➤ TIP Open the article with a story from a • List all the people on your team and
customer or coworker who was experiencing acknowledge the support of your departments
the problem your team solved. and managers.
• Include anyone who was not on the team but
who contributed to its work (by covering
2. Summary of major findings
phones or doing extra work, for example).
• List or briefly describe the steps the team
took. ➤ TIP BE GENEROUS. Include anyone who
supported your team’s efforts.
• Describe the changes the team made and
what the results of those changes were. ➤ TIP Have someone take a photo of your
team at work, or of the product or workplace
➤ TIP Use data charts and diagrams to show
you studied.
what the team discovered.
Recognition and Principles of recognition and
Celebration celebration
• Recognize and celebrate learning and
Why it’s important to your team contributions, not just “successes.”
Everyone likes to have their contributions to an – Many teams do not achieve success as
effort acknowledged. This includes not only the defined by their original purpose
team members but others who helped the team. statement. If they document and learn
Recognizing and celebrating the team’s from their efforts, they have gained
achievements helps to reinforce the positive valuable knowledge for their
feelings that come from working together to organizations.
solve problems. • Keep it simple.
– Examples: give an informal party with
pizza or cake, bring doughnuts for
What you can do breakfast, post a notice or article on a
• Help your team recognize everyone’s lunchroom bulletin board, give out token
contributions and celebrate everyone’s gifts such as t-shirts.
efforts • Be inclusive rather than exclusive.
– Keep track of people inside or outside
– Include people who covered for team
your organization who have supported the members, those who helped collect or
team’s efforts. Make sure these people are analyze data, and so on.
acknowledged by the team—invite them
to the party, send them thank-you notes, – Include people who will carry on the
team’s work, such as coworkers who will
post their names on a bulletin board, etc.
be implementing the changes.
– Include customers, suppliers, or others
outside your organization.
Recognition and Principles of recognition and
Celebration celebration
• Recognize and celebrate learning and
Why it’s important to your team contributions, not just “successes.”
Everyone likes to have their contributions to an – Many teams do not achieve success as
effort acknowledged. This includes not only the defined by their original purpose
team members but others who helped the team. statement. If they document and learn
Recognizing and celebrating the team’s from their efforts, they have gained
achievements helps to reinforce the positive valuable knowledge for their
feelings that come from working together to organizations.
solve problems. • Keep it simple.
– Examples: give an informal party with
pizza or cake, bring doughnuts for
What you can do breakfast, post a notice or article on a
• Help your team recognize everyone’s lunchroom bulletin board, give out token
contributions and celebrate everyone’s gifts such as t-shirts.
efforts • Be inclusive rather than exclusive.
– Keep track of people inside or outside
– Include people who covered for team
your organization who have supported the members, those who helped collect or
team’s efforts. Make sure these people are analyze data, and so on.
acknowledged by the team—invite them
to the party, send them thank-you notes, – Include people who will carry on the
team’s work, such as coworkers who will
post their names on a bulletin board, etc.
be implementing the changes.
– Include customers, suppliers, or others
outside your organization.
CHAPTER 5
• Try not to get so caught up with your team
that you ignore signals that tell you it’s time
to end—such as achieving your purpose!
• Recognizing and celebrating all contributions
can make it easier for the team to disband. PROBLEMS WITHIN THE TEAM
• Recognize and celebrate significant
milestones along the way. Celebrate early
and often!
• Try out different ways to celebrate and Quick Finder
recognize achievements. See which work
best for your team and your organization. Checklist of Common Problems ............136
Team Problems in a Context .................137
Conflict and Disagreements ..................138
Power and Authority ..............................144
Overbearing Experts..............................146
Lack of Focus ........................................149
Uneven Participation .............................156
Lack of Follow-Through .........................158
Action Tips .............................................160
134 Knowing When and How to End 135

CHAPTER 5
• Try not to get so caught up with your team
that you ignore signals that tell you it’s time
to end—such as achieving your purpose!
• Recognizing and celebrating all contributions
can make it easier for the team to disband. PROBLEMS WITHIN THE TEAM
• Recognize and celebrate significant
milestones along the way. Celebrate early
and often!
• Try out different ways to celebrate and Quick Finder
recognize achievements. See which work
best for your team and your organization. Checklist of Common Problems ............136
Team Problems in a Context .................137
Conflict and Disagreements ..................138
Power and Authority ..............................144
Overbearing Experts..............................146
Lack of Focus ........................................149
Uneven Participation .............................156
Lack of Follow-Through .........................158
Action Tips .............................................160
134 Knowing When and How to End 135

Checklist of Common Problems Team Problems in a
Listed below are some common problems that Context
occur within teams. If any of these sound like
your team, look further in this chapter to see Most teams go through natural and expected
what you can do to improve the situation. cycles of highs and lows: excitement one
moment when hard work pays off, frustration
If this sounds like your team… See …
and anger the next when progress stops because
Several people fight over everything Conflict,
of disagreements or confusion over the team’s
Even small arguments turn into fights p. 138
direction. The first step is to recognize that some
The boss is on the team and people Power, conflict and disagreement within a team is a
will not speak openly p. 144 good sign!
Everyone goes along with what the
expert says, no questions asked Experts,
• To make good choices and decisions, a team
p. 146
must balance the often conflicting ideas that
When the expert speaks, no one can
figure out what s/he’s saying people bring to the table.
People spend most of the meeting • If there is never any disagreement on a team,
time telling personal stories it probably means people are not being honest
People often talk about several Focus, or open about what they really think.
different topics at the same time p. 149
We have about 15 things going on
It’s not always easy to know when a problem you
and never get anywhere on any of see on your team is natural and normal—and
them something that will pass—and when it’s a
Agreement, serious problem that needs attention.
No one on our team ever disagrees
p. 154
One team member talks all the time Participation, Tips on using this chapter
while others hardly say anything p. 156
A lot of people don’t finish Follow-through, Use the checklist on the facing page to identify
assignments p. 158 symptoms that sound like the problem your team
is having. Then review the appropriate pages in
the chapter.
136 Problems Within the Team Problems Within the Team 137
Checklist of Common Problems Team Problems in a
Listed below are some common problems that Context
occur within teams. If any of these sound like
your team, look further in this chapter to see Most teams go through natural and expected
what you can do to improve the situation. cycles of highs and lows: excitement one
moment when hard work pays off, frustration
If this sounds like your team… See …
and anger the next when progress stops because
Several people fight over everything Conflict,
of disagreements or confusion over the team’s
Even small arguments turn into fights p. 138
direction. The first step is to recognize that some
The boss is on the team and people Power, conflict and disagreement within a team is a
will not speak openly p. 144 good sign!
Everyone goes along with what the
expert says, no questions asked Experts,
• To make good choices and decisions, a team
p. 146
must balance the often conflicting ideas that
When the expert speaks, no one can
figure out what s/he’s saying people bring to the table.
People spend most of the meeting • If there is never any disagreement on a team,
time telling personal stories it probably means people are not being honest
People often talk about several Focus, or open about what they really think.
different topics at the same time p. 149
We have about 15 things going on
It’s not always easy to know when a problem you
and never get anywhere on any of see on your team is natural and normal—and
them something that will pass—and when it’s a
Agreement, serious problem that needs attention.
No one on our team ever disagrees
p. 154
One team member talks all the time Participation, Tips on using this chapter
while others hardly say anything p. 156
A lot of people don’t finish Follow-through, Use the checklist on the facing page to identify
assignments p. 158 symptoms that sound like the problem your team
is having. Then review the appropriate pages in
the chapter.
Why it’s important to deal with conflict
Handling Conflict
and disagreement
and Disagreement
Some amount of conflict shows that members are
testing ideas and trying to come up with the best
Symptoms
path forward. But in some cases, conflict reaches
• Feuding a critical stage, such as…
– A few members fight over every topic
discussed. • When two or more team members are
feuding—disagreeing and arguing over
– People insult and attack each other everything just for the sake of argument.
personally rather than discuss ideas.
– People push each other into corners by • When every disagreement is taken as a sign of
exaggerating or using highly judgmental unhappiness with the team or an
words. unwillingness to get along.
• Disagreements In these cases, the team should actively work to

reduce conflict so the team can make progress.
– Emotions run high, making it hard for
people to work together to resolve issues.
– Legitimate differences of opinions tend to
become win-lose struggles. People are What you can do
more concerned about winning the • Help your team deal with feuds that are
argument than finding a path forward for interfering with its progress (See p. 140)
the team.
• Help your team find common ground when
disagreements erupt (See p. 141)
• Be aware of your own responses to conflict
and try to find ways to be less emotional
when you disagree with others (See p. 143)
Why it’s important to deal with conflict
Handling Conflict
and disagreement
and Disagreement
Some amount of conflict shows that members are
testing ideas and trying to come up with the best
Symptoms
path forward. But in some cases, conflict reaches
• Feuding a critical stage, such as…
– A few members fight over every topic
discussed. • When two or more team members are
feuding—disagreeing and arguing over
– People insult and attack each other everything just for the sake of argument.
personally rather than discuss ideas.
– People push each other into corners by • When every disagreement is taken as a sign of
exaggerating or using highly judgmental unhappiness with the team or an
words. unwillingness to get along.
• Disagreements In these cases, the team should actively work to

reduce conflict so the team can make progress.
– Emotions run high, making it hard for
people to work together to resolve issues.
– Legitimate differences of opinions tend to
become win-lose struggles. People are What you can do
more concerned about winning the • Help your team deal with feuds that are
argument than finding a path forward for interfering with its progress (See p. 140)
the team.
• Help your team find common ground when
disagreements erupt (See p. 141)
• Be aware of your own responses to conflict
and try to find ways to be less emotional
when you disagree with others (See p. 143)
Tips on dealing with feuds Tips on dealing with disagreements
• Recognize that the feud may have started long • Listen carefully to each person’s point of
before the team existed and may outlast it. view.
Don’t try to end the feud; try to find a way to
• Help to clarify the core issue by separating
let the team move forward.
areas of agreement from areas of
• Suggest discussion methods such as round- disagreement. (See p. 142)
robins and silent “thinking” time to prevent
• Suggest discussion methods such as round-
feuding members from dominating a meeting
robins and silent “thinking” time when
with their arguments.
feelings start to run high.
• Encourage the adversaries to discuss the “Let’s all take five minutes to think silently
issues outside of the team meetings. about these issues and jot down our ideas.
Then we can share them with the group.”
• Tell the feuders about the effect they have on
the team. • Periodically check your understanding of the
“When you two go at each other, it wastes the disagreement. (See also Chp. 1, p. 12)
team’s time and makes it difficult for anyone “As I understand it, we agree that the payroll
else to participate without taking sides.” system is the first priority, but we disagree
about whether a new computer is needed. Is
• Ask your team leader or manager to help
that right?”
members deal with their differences.
Tips on dealing with feuds Tips on dealing with disagreements
• Recognize that the feud may have started long • Listen carefully to each person’s point of
before the team existed and may outlast it. view.
Don’t try to end the feud; try to find a way to
• Help to clarify the core issue by separating
let the team move forward.
areas of agreement from areas of
• Suggest discussion methods such as round- disagreement. (See p. 142)
robins and silent “thinking” time to prevent
• Suggest discussion methods such as round-
feuding members from dominating a meeting
robins and silent “thinking” time when
with their arguments.
feelings start to run high.
• Encourage the adversaries to discuss the “Let’s all take five minutes to think silently
issues outside of the team meetings. about these issues and jot down our ideas.
Then we can share them with the group.”
• Tell the feuders about the effect they have on
the team. • Periodically check your understanding of the
“When you two go at each other, it wastes the disagreement. (See also Chp. 1, p. 12)
team’s time and makes it difficult for anyone “As I understand it, we agree that the payroll
else to participate without taking sides.” system is the first priority, but we disagree
about whether a new computer is needed. Is
• Ask your team leader or manager to help
that right?”
members deal with their differences.
Example: Outlining areas of agreement Tips on ways to be more objective
• Keep your comments focused on the topic,
not on the person who disagrees with you.
Say “Here’s why I think that approach won’t
solve the problem…” instead of “Jillian, you
don’t understand the issues.”
• Avoid judgmental language.
Say “Here’s what I’m concerned about…”
instead of “That’s a stupid idea.”
• Make an honest effort to understand the
other person’s point of view. Ask them for
more detail before giving up on their ideas.
Say “I don’t think I understand how your
suggestion would solve the problem, Bea”
instead of “I don’t think that’s relevant.”
Here is a practical way to help identify the real
issues during a disagreement. • If you find yourself constantly fighting with
another team member, ask for help from your
• Draw a vertical line on a large sheet of paper
team leader, manager, or a facilitator. Do not
or chalkboard.
let your feud harm the team.
• On one side, write down what people agree
about. On the other, write down what they • See also the section on giving feedback, p. 21.
disagree about.
• See if the differences between the sides are
important for the team’s work. If yes, help
develop a plan for getting information that
will help resolve the issues. If no, move on.
Example: Outlining areas of agreement Tips on ways to be more objective
• Keep your comments focused on the topic,
not on the person who disagrees with you.
Say “Here’s why I think that approach won’t
solve the problem…” instead of “Jillian, you
don’t understand the issues.”
• Avoid judgmental language.
Say “Here’s what I’m concerned about…”
instead of “That’s a stupid idea.”
• Make an honest effort to understand the
other person’s point of view. Ask them for
more detail before giving up on their ideas.
Say “I don’t think I understand how your
suggestion would solve the problem, Bea”
instead of “I don’t think that’s relevant.”
Here is a practical way to help identify the real
issues during a disagreement. • If you find yourself constantly fighting with
another team member, ask for help from your
• Draw a vertical line on a large sheet of paper
team leader, manager, or a facilitator. Do not
or chalkboard.
let your feud harm the team.
• On one side, write down what people agree
about. On the other, write down what they • See also the section on giving feedback, p. 21.
disagree about.
• See if the differences between the sides are
important for the team’s work. If yes, help
develop a plan for getting information that
will help resolve the issues. If no, move on.
What you can do
Dealing With Power
• Help your team avoid situations where one
and Authority
person’s power or authority squashes
contributions from other team members
Symptoms
• Once a manager or expert states an opinion, – When setting up the team’s ground rules
everyone falls in line. (see Chp. 2, p. 53), suggest a ground rule
that “strengths and weaknesses of all ideas
• Managers or supervisors discourage will be discussed before decisions are
discussion about their areas of expertise or made” or “all job titles will be parked at
authority. the door.”
• People comment that they don’t say what they – Try to make sure this ground rule is
think “with the boss around.” enforced consistently for all team
members, not just for the person with the
Why it’s important to deal with power and power or authority.
authority
People with more power or authority than other • Speak up when you think someone’s power
team members can be a valuable resource. or authority is hurting the team
However, they can become a barrier to progress – Ask your team leader to talk to the person
when their power or expertise stops criticism of outside of a team meeting. If the problem
their opinions. This can be a problem because the is with your team leader, speak to him or
soundness of all ideas should be tested before her first or ask a manager or supervisor for
they are adopted by the team. help.
(If the person with more authority wants people
to challenge his or her opinions, but the team
members are afraid to do so, see “Too much
agreement,” p. 154, for ideas on what to do.)
What you can do
Dealing With Power
• Help your team avoid situations where one
and Authority
person’s power or authority squashes
contributions from other team members
Symptoms
• Once a manager or expert states an opinion, – When setting up the team’s ground rules
everyone falls in line. (see Chp. 2, p. 53), suggest a ground rule
that “strengths and weaknesses of all ideas
• Managers or supervisors discourage will be discussed before decisions are
discussion about their areas of expertise or made” or “all job titles will be parked at
authority. the door.”
• People comment that they don’t say what they – Try to make sure this ground rule is
think “with the boss around.” enforced consistently for all team
members, not just for the person with the
Why it’s important to deal with power and power or authority.
authority
People with more power or authority than other • Speak up when you think someone’s power
team members can be a valuable resource. or authority is hurting the team
However, they can become a barrier to progress – Ask your team leader to talk to the person
when their power or expertise stops criticism of outside of a team meeting. If the problem
their opinions. This can be a problem because the is with your team leader, speak to him or
soundness of all ideas should be tested before her first or ask a manager or supervisor for
they are adopted by the team. help.
(If the person with more authority wants people
to challenge his or her opinions, but the team
members are afraid to do so, see “Too much
agreement,” p. 154, for ideas on what to do.)
Why it’s important to deal with
Dealing With
overbearing experts
Overbearing Experts
Many teams deal with complex issues in the
course of their work. Having experts on the team
Symptoms
can…
• Experts discourage discussion about their
areas of expertise. • Help by providing team members with a
deeper understanding of the technical aspects
• Experts use technical jargon or refer to of their work. In this way, experts can
complex principles without explaining things contribute significantly to the team’s success.
in plain English.
• Hurt if they discourage discussion of their
• Team members follow the expert’s advice recommendations or seem to believe that their
without any challenges or questions. They advice need not be explained. This can leave
consider no other perspectives. team members confused and frustrated, and
• If a team member questions an expert, or may mean the team will miss important
offers a different opinion, other team information that would have emerged from
members may brush those ideas aside and try open discussions.
to silence the differences of opinion. For team members to support the team’s work,
they must have the chance to discuss all issues.
➤ TIP Remember, too, that a non-expert can

often provide a fresh viewpoint that will give a
team new insight on a problem or situation.
Why it’s important to deal with
Dealing With
overbearing experts
Overbearing Experts
Many teams deal with complex issues in the
course of their work. Having experts on the team
Symptoms
can…
• Experts discourage discussion about their
areas of expertise. • Help by providing team members with a
deeper understanding of the technical aspects
• Experts use technical jargon or refer to of their work. In this way, experts can
complex principles without explaining things contribute significantly to the team’s success.
in plain English.
• Hurt if they discourage discussion of their
• Team members follow the expert’s advice recommendations or seem to believe that their
without any challenges or questions. They advice need not be explained. This can leave
consider no other perspectives. team members confused and frustrated, and
• If a team member questions an expert, or may mean the team will miss important
offers a different opinion, other team information that would have emerged from
members may brush those ideas aside and try open discussions.
to silence the differences of opinion. For team members to support the team’s work,
they must have the chance to discuss all issues.
➤ TIP Remember, too, that a non-expert can

often provide a fresh viewpoint that will give a
team new insight on a problem or situation.
What you can do
Lack of
• Help your team use its experts wisely
Focus
– Do not let your team substitute “expertise”
for “discussion.” The expert’s ideas should Symptoms
be input to the team’s thinking. • Floundering or wandering off the path
– Ask for technical terms or concepts to be – No one knows what is most important to
explained in simpler words. focus on.
– Ask the expert to draw a picture. – Members discuss several topics at the
– Ask the expert to present the data to the same time.
team and explain what it means. – People lose track of what the discussion is
– Ask for the expert to have a segment of about.
the meeting time to teach the other team – People say the same things about the same
members key information that would help topics that they’ve said in previous
in the team’s work. meetings.
– Ask to hear everyone’s reactions to what – Discussions never get completed before a
the expert says. new topic gets started.
“Could we go around the room and each
say how these ideas match our own • Too much to do
experiences?” – Too many things to work on all at once.
– So much going on that there is little
progress on anything.
• Too many distractions
– People spend more time telling personal
stories, joking around, taking phone calls,
etc., than on the team’s task.
What you can do
Lack of
• Help your team use its experts wisely
Focus
– Do not let your team substitute “expertise”
for “discussion.” The expert’s ideas should Symptoms
be input to the team’s thinking. • Floundering or wandering off the path
– Ask for technical terms or concepts to be – No one knows what is most important to
explained in simpler words. focus on.
– Ask the expert to draw a picture. – Members discuss several topics at the
– Ask the expert to present the data to the same time.
team and explain what it means. – People lose track of what the discussion is
– Ask for the expert to have a segment of about.
the meeting time to teach the other team – People say the same things about the same
members key information that would help topics that they’ve said in previous
in the team’s work. meetings.
– Ask to hear everyone’s reactions to what – Discussions never get completed before a
the expert says. new topic gets started.
“Could we go around the room and each
say how these ideas match our own • Too much to do
experiences?” – Too many things to work on all at once.
– So much going on that there is little
progress on anything.
• Too many distractions
– People spend more time telling personal
stories, joking around, taking phone calls,
etc., than on the team’s task.
Why it’s important to have focus Tips on keeping focused
Teams need a sense of progress and momentum • Make sure your team is clear about its
to feel successful and enthusiastic about their purpose, deadlines, limits, etc. (See Chp. 2)
work. When the team fails to focus on its work,
• Use agendas to keep track of what should and
members can become frustrated, bored, or lose
should not be covered in each meeting. Ask
interest, and may even stop doing the work or
that the purpose statement be printed at the
coming to meetings.
top of every agenda. (See Chp. 3, p. 76)
Part of the trouble is that it’s very easy to
• When the team has been off track for some
lose focus—there are a lot of factors that can get
time, suggest moving back to the task.
a team off track!
“Where are we in finishing our work today?”
• Suggest that you discuss one issue at a time
rather than several simultaneously.
What you can do
“Can we finish choosing our measures before
• Help your team develop and maintain focus looking at data collection forms?”
(See p. 151)
• Ask if someone can summarize the discussion
• Help your team narrow its focus when up to this point.
there is too much to do (See p. 153)
• Find a way to keep track of issues you want to
• Help your team overcome distractions (See temporarily set aside.
p. 153)
– For example, put ideas not related to the
topic under discussion on a separate
flipchart (sometimes called a “parking
➤ TIP There will always be many issues lot”). (See p. 152)
competing for the team’s attention. Revisit
your purpose statement periodically to remind
yourself about your team’s focus.
Why it’s important to have focus Tips on keeping focused
Teams need a sense of progress and momentum • Make sure your team is clear about its
to feel successful and enthusiastic about their purpose, deadlines, limits, etc. (See Chp. 2)
work. When the team fails to focus on its work,
• Use agendas to keep track of what should and
members can become frustrated, bored, or lose
should not be covered in each meeting. Ask
interest, and may even stop doing the work or
that the purpose statement be printed at the
coming to meetings.
top of every agenda. (See Chp. 3, p. 76)
Part of the trouble is that it’s very easy to
• When the team has been off track for some
lose focus—there are a lot of factors that can get
time, suggest moving back to the task.
a team off track!
“Where are we in finishing our work today?”
• Suggest that you discuss one issue at a time
rather than several simultaneously.
What you can do
“Can we finish choosing our measures before
• Help your team develop and maintain focus looking at data collection forms?”
(See p. 151)
• Ask if someone can summarize the discussion
• Help your team narrow its focus when up to this point.
there is too much to do (See p. 153)
• Find a way to keep track of issues you want to
• Help your team overcome distractions (See temporarily set aside.
p. 153)
– For example, put ideas not related to the
topic under discussion on a separate
flipchart (sometimes called a “parking
➤ TIP There will always be many issues lot”). (See p. 152)
competing for the team’s attention. Revisit
your purpose statement periodically to remind
yourself about your team’s focus.
Example of a “parking lot” flipchart Tips on narrowing focus
During a discussion of changes to a purchasing • Use data to identify the most important thing
process, this team kept track of related issues that to focus on first—look for problems that
came up but that they didn’t want to deal with occur most frequently, have the most impact,
immediately. These issues were added to the or that customers care about most.
agenda for the next meeting.
• When new issues or opportunities arise, check
them against your team’s purpose and plans.
Will working on that issue contribute to the
team’s progress?
Tips on overcoming distractions

• Ask that there be an agenda item for personal
“check-ins” at the beginning of your meetings
(try for no more than 5 minutes). This can
help people make the transition from “other
work” to “team work.”
• If people start telling stories during the
meeting, help to bring the focus back to the
task at hand.
“I think we’re running out of time for this
topic. Could someone recap where we were so
we can close the loop?”
Example of a “parking lot” flipchart Tips on narrowing focus
During a discussion of changes to a purchasing • Use data to identify the most important thing
process, this team kept track of related issues that to focus on first—look for problems that
came up but that they didn’t want to deal with occur most frequently, have the most impact,
immediately. These issues were added to the or that customers care about most.
agenda for the next meeting.
• When new issues or opportunities arise, check
them against your team’s purpose and plans.
Will working on that issue contribute to the
team’s progress?
Tips on overcoming distractions

• Ask that there be an agenda item for personal
“check-ins” at the beginning of your meetings
(try for no more than 5 minutes). This can
help people make the transition from “other
work” to “team work.”
• If people start telling stories during the
meeting, help to bring the focus back to the
task at hand.
“I think we’re running out of time for this
topic. Could someone recap where we were so
we can close the loop?”
What you can do
Too Much
• Help your team avoid groupthink
Agreement
– Suggest the team brainstorm a list of
Symptoms options before discussing any course of
• Nobody disagrees. action in detail.
– Speak up if you have a different point of
• Once a position is outlined, everyone focuses view.
on why it’s right. No one raises objections.
– Remind members that all ideas should be
• No alternatives are offered and different thoroughly examined and understood by
perspectives are quickly dismissed. everyone.
– Develop a list of criteria and help the
group systematically apply the criteria to
Why it’s important to have some all the options.
disagreement – Suggest that the team ask a “devil’s
When team members want to get along above all advocate” to raise objections to a solution.
else, the team can fall into “groupthink.”
Everybody automatically goes along with a
proposal even when they secretly disagree. This
can lead to bad decisions because …
• Critical information is withheld from the ➤ TIP Once an option is selected, brainstorm
team. People decide their concerns are not everything that could go wrong with that
choice. Discuss ways to prevent potential
relevant.
problems and to avoid risks that are identified.
• Ideas are accepted without careful Then decide if additional information is
consideration of their pros and cons. needed.
What you can do
Too Much
• Help your team avoid groupthink
Agreement
– Suggest the team brainstorm a list of
Symptoms options before discussing any course of
• Nobody disagrees. action in detail.
– Speak up if you have a different point of
• Once a position is outlined, everyone focuses view.
on why it’s right. No one raises objections.
– Remind members that all ideas should be
• No alternatives are offered and different thoroughly examined and understood by
perspectives are quickly dismissed. everyone.
– Develop a list of criteria and help the
group systematically apply the criteria to
Why it’s important to have some all the options.
disagreement – Suggest that the team ask a “devil’s
When team members want to get along above all advocate” to raise objections to a solution.
else, the team can fall into “groupthink.”
Everybody automatically goes along with a
proposal even when they secretly disagree. This
can lead to bad decisions because …
• Critical information is withheld from the ➤ TIP Once an option is selected, brainstorm
team. People decide their concerns are not everything that could go wrong with that
choice. Discuss ways to prevent potential
relevant.
problems and to avoid risks that are identified.
• Ideas are accepted without careful Then decide if additional information is
consideration of their pros and cons. needed.
What you can do
Uneven
• Help to establish the ground rule that it’s
Participation
important to hear from everyone in the
group
Symptoms
• Some members talk too much. • Speak up when you have something to say
• Others talk too little. • Suggest methods for hearing from others in
the group
– Suggest going around the group in turn so
everyone can get a chance to offer a
Why it’s important to balance
viewpoint.
participation
To be successful, teams need input from every – Ask quieter members for their viewpoints.
member. – Ask if the team could break into
subgroups to discuss some issues, then
• When some members take up too much air- have the subgroups come back together to
time, others have less opportunity to explain share their ideas.
their points of view. People who talk too long
can keep a team from building momentum – Ask that everyone take a few minutes of
and can make some team members feel silent thinking time so that people who
excluded from the team’s work. find it hard to speak up can have time to
organize their thoughts.
• At the opposite extreme are members who say
almost nothing. They may be quiet because
they have a hard time breaking into the
discussion, or because they need some silence
to find the words they want to say. It’s
important for the team to find ways to invite
their input.
What you can do
Uneven
• Help to establish the ground rule that it’s
Participation
important to hear from everyone in the
group
Symptoms
• Some members talk too much. • Speak up when you have something to say
• Others talk too little. • Suggest methods for hearing from others in
the group
– Suggest going around the group in turn so
everyone can get a chance to offer a
Why it’s important to balance
viewpoint.
participation
To be successful, teams need input from every – Ask quieter members for their viewpoints.
member. – Ask if the team could break into
subgroups to discuss some issues, then
• When some members take up too much air- have the subgroups come back together to
time, others have less opportunity to explain share their ideas.
their points of view. People who talk too long
can keep a team from building momentum – Ask that everyone take a few minutes of
and can make some team members feel silent thinking time so that people who
excluded from the team’s work. find it hard to speak up can have time to
organize their thoughts.
• At the opposite extreme are members who say
almost nothing. They may be quiet because
they have a hard time breaking into the
discussion, or because they need some silence
to find the words they want to say. It’s
important for the team to find ways to invite
their input.
What you can do
Lack of
• Volunteer for tasks that need to be done
Follow-Through
and schedule time on your calendar to do
the work
Symptoms
• Tasks don’t get done on time. • Ask for help from your team leader or
other team members if you cannot
• People don’t do assignments between complete a task
meetings.
– Take advantage of being on a team! Your
• People won’t volunteer to do tasks. fellow team members might be able to
juggle their workloads and responsibilities
to help you get done on time.
Why it’s important to have follow-through • If you don’t have enough time between
Teams cannot make good progress without much meetings to do team work, talk to your
of the work occurring between team meetings. supervisor or manager
This means that members must volunteer for – In most cases, team responsibilities are
tasks and be responsible for completing them. something you have to do in addition to
When this doesn’t occur, the team bogs down your regular job. If your workload gets
and loses momentum. overwhelming, it’s worth a try to speak
with your manager or supervisor to see if
your priorities or responsibilities can be
changed temporarily.
What you can do
Lack of
• Volunteer for tasks that need to be done
Follow-Through
and schedule time on your calendar to do
the work
Symptoms
• Tasks don’t get done on time. • Ask for help from your team leader or
other team members if you cannot
• People don’t do assignments between complete a task
meetings.
– Take advantage of being on a team! Your
• People won’t volunteer to do tasks. fellow team members might be able to
juggle their workloads and responsibilities
to help you get done on time.
Why it’s important to have follow-through • If you don’t have enough time between
Teams cannot make good progress without much meetings to do team work, talk to your
of the work occurring between team meetings. supervisor or manager
This means that members must volunteer for – In most cases, team responsibilities are
tasks and be responsible for completing them. something you have to do in addition to
When this doesn’t occur, the team bogs down your regular job. If your workload gets
and loses momentum. overwhelming, it’s worth a try to speak
with your manager or supervisor to see if
your priorities or responsibilities can be
changed temporarily.
CHAPTER 5: ACTION TIPS Index
A Coach, team, 52
• Do not let group problems fester! The longer Agendas, 73 Coworkers
you ignore them the worse they will get— checklist, 76 as stakeholders, 42
guaranteed! examples of, 77–78 Commitment(s), 10
Agreement, following through on, 11
• Keep in mind that the purpose of trying to checking for, 93 keeping track of, 11
solve group problems is so your team can get finding, 142 Communication
its work done. You are not there trying to make too much of getting your message
everyone get along like best friends! Keep (“Groupthink”), 154- across, 19
focused on the team’s work. 155 (see also “Discussions”)
C Conflict, 138
• As much as possible, avoid blaming dealing with, 139-143
individuals. Think of problems as group Celebration, 132
Consensus, 94
issues, not as something that affects only principles of, 133
one or two people. Try to think of ways that Customers
Changes, implementing,
as stakeholders, 41
the whole team can work together to 100-101
minimize disruptions and conflict, to keep method for, 102 D
focused on its work, etc. Checking Data, using 87
results/progress, 103 examples of, 89-91, 106
• Learning to deal with group problems is
Checklists skills, 88
seldom easy, but you can get better at it with agenda, 76
some practice. However, don’t be afraid to ask Decisions, 92-93
closure, 112 consensus, 94
for help! Dealing with serious problems may common problems, 136 majority voting, 95
require the intervention of a trained specialist. discussion skills, 13-14
listening skills, 17-18 Deployment flowcharts
• The clearer your team is about its purpose, meeting methods, 73 examples of, 70, 118-
and the more you use data and practice personal skills, 6 119
good listening and feedback skills, the better solutions, 98 Disagreement (see
you’ll get at preventing problems. start-up, 30 “Conflict”)
team evaluation, 125
team work methods, 62
160 Problems Within the Team Index 161
CHAPTER 5: ACTION TIPS Index
A Coach, team, 52
• Do not let group problems fester! The longer Agendas, 73 Coworkers
you ignore them the worse they will get— checklist, 76 as stakeholders, 42
guaranteed! examples of, 77–78 Commitment(s), 10
Agreement, following through on, 11
• Keep in mind that the purpose of trying to checking for, 93 keeping track of, 11
solve group problems is so your team can get finding, 142 Communication
its work done. You are not there trying to make too much of getting your message
everyone get along like best friends! Keep (“Groupthink”), 154- across, 19
focused on the team’s work. 155 (see also “Discussions”)
C Conflict, 138
• As much as possible, avoid blaming dealing with, 139-143
individuals. Think of problems as group Celebration, 132
Consensus, 94
issues, not as something that affects only principles of, 133
one or two people. Try to think of ways that Customers
Changes, implementing,
as stakeholders, 41
the whole team can work together to 100-101
minimize disruptions and conflict, to keep method for, 102 D
focused on its work, etc. Checking Data, using 87
results/progress, 103 examples of, 89-91, 106
• Learning to deal with group problems is
Checklists skills, 88
seldom easy, but you can get better at it with agenda, 76
some practice. However, don’t be afraid to ask Decisions, 92-93
closure, 112 consensus, 94
for help! Dealing with serious problems may common problems, 136 majority voting, 95
require the intervention of a trained specialist. discussion skills, 13-14
listening skills, 17-18 Deployment flowcharts
• The clearer your team is about its purpose, meeting methods, 73 examples of, 70, 118-
and the more you use data and practice personal skills, 6 119
good listening and feedback skills, the better solutions, 98 Disagreement (see
you’ll get at preventing problems. start-up, 30 “Conflict”)
team evaluation, 125
team work methods, 62
160 Problems Within the Team Index 161
Discussions G Meetings, 71-72 Problems in the team
contributing to, 12 agendas, 76-78 conflict, 138-143
Gains, maintaining, 116-
skills, 13-14 evaluating, 85-86 context of, 137
119
Documentation, 108 ground rules for, 53-57 lack of focus, 149-153
Getting your message leader, 79-80 lack of follow-through,
completing, 120
across, 19 methods, 73 158-159
examples, 109, 122-123
Ground rules, 53-54 notetaker, 81-82 overbearing experts,
E breaking, 54 process, 74-75 146-148
examples of, 55-56 timekeeper, 83-84 power and authority,
Ending (an effort), 113
100-mile rule, 57 144-145
Evaluating N too much agreement,
meetings, 85-86 Groupthink, 154-155
Newsletter article, 130- 154-155
potential solutions, 96 uneven participation,
L 131
team checklist, 125 156-157
team’s work, 124 Leader Notetaker, 81-82
meeting, 79 Progress, checking, 103
Expectations, 44-47 P example of form for, 107
team, 50
Expert, overbearing, 146- Pareto chart (sample of), Purpose, 32-34
Limits and expectations,
148 89 accomplishing, 114-115
44-45
examples of, 46-47 “Parking Lot”, 152 examples of, 36
F purpose statement, 35
Facilitating, 79 Listening Participation, uneven, 156
how to, 15-16 Personal skills checklist, 6 R
Facilitator, team, 52 self-check, 17-18
Planning grid, 69 Recognition, 132
Feedback, Logistics, 58 principles of, 133
accepting, 26-27 examples of, 59 Planning/Plans, 64, 102
examples of, 24-25 creating, 65 Records (see
giving, 21-23 M elements of, 68 “Documentation”)
Feuding, 138, 140 examples of tools, 67, Responsibility, taking, 8
Maintaining the gains
69-70 how to, 9
Floundering, 149 (see “Gains,
skills, 66
maintaining”) Results
Focus, 149-153 Power and authority, 144-
Managers checking, 103
importance of, 150 145
as stakeholders, 40 sharing, 126-127
lack of, 149
Presentations, 128-129 Roles, meeting
Following through, 10-11 Measures of progress,
105 leader, 79-80
lack of, 158-159
162 Index Index 163
Discussions G Meetings, 71-72 Problems in the team
contributing to, 12 agendas, 76-78 conflict, 138-143
Gains, maintaining, 116-
skills, 13-14 evaluating, 85-86 context of, 137
119
Documentation, 108 ground rules for, 53-57 lack of focus, 149-153
Getting your message leader, 79-80 lack of follow-through,
completing, 120
across, 19 methods, 73 158-159
examples, 109, 122-123
Ground rules, 53-54 notetaker, 81-82 overbearing experts,
E breaking, 54 process, 74-75 146-148
examples of, 55-56 timekeeper, 83-84 power and authority,
Ending (an effort), 113
100-mile rule, 57 144-145
Evaluating N too much agreement,
meetings, 85-86 Groupthink, 154-155
Newsletter article, 130- 154-155
potential solutions, 96 uneven participation,
L 131
team checklist, 125 156-157
team’s work, 124 Leader Notetaker, 81-82
meeting, 79 Progress, checking, 103
Expectations, 44-47 P example of form for, 107
team, 50
Expert, overbearing, 146- Pareto chart (sample of), Purpose, 32-34
Limits and expectations,
148 89 accomplishing, 114-115
44-45
examples of, 46-47 “Parking Lot”, 152 examples of, 36
F purpose statement, 35
Facilitating, 79 Listening Participation, uneven, 156
how to, 15-16 Personal skills checklist, 6 R
Facilitator, team, 52 self-check, 17-18
Planning grid, 69 Recognition, 132
Feedback, Logistics, 58 principles of, 133
accepting, 26-27 examples of, 59 Planning/Plans, 64, 102
examples of, 24-25 creating, 65 Records (see
giving, 21-23 M elements of, 68 “Documentation”)
Feuding, 138, 140 examples of tools, 67, Responsibility, taking, 8
Maintaining the gains
69-70 how to, 9
Floundering, 149 (see “Gains,
skills, 66
maintaining”) Results
Focus, 149-153 Power and authority, 144-
Managers checking, 103
importance of, 150 145
as stakeholders, 40 sharing, 126-127
lack of, 149
Presentations, 128-129 Roles, meeting
Following through, 10-11 Measures of progress,
105 leader, 79-80
lack of, 158-159
162 Index Index 163
Roles, meeting (cont.) T Notes
notetaker, 81-82
Team leader, 50
timekeeper, 83-84
Team member, 7-9, 51
Roles, team, 48-52
defining, 48 Teams
facilitator, coach, 52 being on a team, 8, 63
formal and informal, 49 getting a good start, 31
leader, 50 problems in, 137
member, 51 roles on, 48-52
Timekeeping, 83-84
S
Time plot, sample of, 90
Scatter plot, sample of, 91
Skills, building V
communication, 20 Voting, 95
data, 88
feedback, accepting, 27 W
feedback, giving, 22 Work methods, 62
leading a meeting, 80
notetaking, 82 Work plans (see
planning, 66 “Planning”)
timekeeping, 84 Working on a team, 63
Solution
checklist, 98
evaluating, 96-97
matrix, 99
Stakeholders, 37-38
examples of, 39-43
Suppliers
as stakeholders, 43
164 Index

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The

A pocket guide for team members

GOAL/QPC and Oriel Incorporated

But working on a team also has challenges.

But working on a team also has challenges.

Who is this book for?

Who is this book for?

Get your message across ❍ ❍ ❍ Tips on using this chapter

Accept feedback easily ❍ ❍ ❍ • Later on, skim through this chapter

6 Preparing to Be an Effective Team Member Preparing to Be an Effective Team Member 7

Get your message across ❍ ❍ ❍ Tips on using this chapter

Accept feedback easily ❍ ❍ ❍ • Later on, skim through this chapter

6 Preparing to Be an Effective Team Member Preparing to Be an Effective Team Member 7

8 Preparing to Be an Effective Team Member Preparing to Be an Effective Team Member 9

8 Preparing to Be an Effective Team Member Preparing to Be an Effective Team Member 9

• Consider your current commitments and

➤ TIP Ask your teammates, team leader, or

10 Preparing to Be an Effective Team Member Preparing to Be an Effective Team Member 11

• Consider your current commitments and

➤ TIP Ask your teammates, team leader, or

10 Preparing to Be an Effective Team Member Preparing to Be an Effective Team Member 11

12 Preparing to Be an Effective Team Member Preparing to Be an Effective Team Member 13

12 Preparing to Be an Effective Team Member Preparing to Be an Effective Team Member 13

❍ I help the group check for agreement

14 Preparing to Be an Effective Team Member Preparing to Be an Effective Team Member 15

❍ I help the group check for agreement

14 Preparing to Be an Effective Team Member Preparing to Be an Effective Team Member 15

➤ TIP Take notes. Try to capture the key words

I ask people to explain words ❍ ❍ ❍

➤ TIP Take notes. Try to capture the key words

I ask people to explain words ❍ ❍ ❍

18 Preparing to Be an Effective Team Member Preparing to Be an Effective Team Member 19

18 Preparing to Be an Effective Team Member Preparing to Be an Effective Team Member 19

➤ TIP Jot down key ideas between team

➤ TIP Jot down key ideas between team

22 Preparing to Be an Effective Team Member Preparing to Be an Effective Team Member 23

22 Preparing to Be an Effective Team Member Preparing to Be an Effective Team Member 23

“It bothers me that you “When you act like a

Talk first about yourself, not about the

24 Preparing to Be an Effective Team Member Preparing to Be an Effective Team Member 25

“It bothers me that you “When you act like a

Talk first about yourself, not about the

24 Preparing to Be an Effective Team Member Preparing to Be an Effective Team Member 25

Why it’s important Accepting feedback is just as important as

• Consider this feedback carefully – Ask for examples.

26 Preparing to Be an Effective Team Member Preparing to Be an Effective Team Member 27

Why it’s important Accepting feedback is just as important as

• Consider this feedback carefully – Ask for examples.

26 Preparing to Be an Effective Team Member Preparing to Be an Effective Team Member 27

28 Preparing to Be an Effective Team Member

28 Preparing to Be an Effective Team Member

32 Getting a Good Start Getting a Good Start 33

32 Getting a Good Start Getting a Good Start 33

34 Getting a Good Start Getting a Good Start 35

34 Getting a Good Start Getting a Good Start 35

36 Getting a Good Start Getting a Good Start 37

36 Getting a Good Start Getting a Good Start 37

What you can do

38 Getting a Good Start Getting a Good Start 39