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Welcome to the workshop.
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Today’s session is titled 'Teamwork Ain't Always Easy.' I'm going to share a few tools that I've learned over the years.
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These tools can help address various issues teams face, particularly in problem-solving and reaching a consensus.
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As teams grow larger, achieving consensus becomes increasingly challenging.
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This morning, I noticed a common theme in the presentations—familiar challenges.
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As a member of Groupon, I felt compelled to introduce a familiar concept.
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For those who don’t recognize it, here’s the Groupon cat, a lighthearted addition.
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Now, a bit about myself: I'm Doc Norton, Global Director of Engineering Culture at Groupon.
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If you're unsure what that title entails, you're not alone.
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Essentially, it involves connecting individuals within a large group and fostering communication.
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Our goal is to work together as a cohesive unit to build innovative solutions.
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On a personal note, I'm married with two children and am also a grandfather.
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Now, let’s move on to the three key topics we'll cover today.
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First, we'll discuss simple team decisions and how to make quick, effective choices.
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Next, we'll explore how to form the right team for more complex decisions.
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Finally, we'll delve into parallel thinking, a strategy for tackling complex problems.
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Let’s jump right into our first topic: simple team decisions.
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These decisions are generally low-risk, low-complexity, and involve clear options.
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Think of it like a binary choice—flip a coin to decide between options.
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Through experience, I've noticed that, in a group of ten or twenty individuals, discussions about these questions can drag on.
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Often, we find that everyone is essentially in agreement but has slightly different views.
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Let’s take a practical example: suppose we’re discussing offering coffee in the office.
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The question arises: should we serve Pete's Coffee?
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What seems like a straightforward yes or no question can spark lengthy discussion.
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To streamline this, we use a method called ‘Fist to Five.’ Is anyone familiar with it?
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It's a simple process that gauges varying levels of agreement.
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Instead of a binary yes or no, it allows for a range of responses.
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Here’s how it works: on the count of three, everyone shows a hand gesture representing their stance.
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A fist means strong disagreement, while a number (1-5) signifies varying degrees of support.
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For example, a '1' indicates necessity for changes before agreement, whereas a '5' signifies enthusiastic endorsement.
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This method encourages quick decision-making and allows us to gauge the team's support.
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Should we offer Pete's Coffee? Let’s conduct a quick vote.
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One, two, three—show your hands! I see a mix of threes, fours, and fives.
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If everyone is at three or above, we can proceed. If most are at two or below, we rethink the decision.
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What’s great about this method is that it enables us to cut through extensive discussions.
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Let’s move forward to more complex decision-making.
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When collaborating in larger groups, we need everyone to be involved in the process.
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However, should every team member be part of every discussion?
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Realistically, the answer is no, but we all want to be included.
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Here's an example of a decision that goes beyond a simple yes or no.
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Let’s say we need to select office chairs. This decision involves numerous factors.
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Our office has diverse seating options, which complicates the choice.
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As discussions commence, opinions will vary greatly among team members.
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In such cases, I’ve observed a common progression during discussions.
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People will weigh in, often with conflicting views, which can lead to confusion.
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In one instance, during a chat about office equipment, a team member mentioned they didn't care which rig was chosen but preferred ergonomic options.
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This sparked further debate, revealing hidden stakes in the decision.
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Understanding why someone participates in discussions, even when they say they don’t care, is crucial.
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Next, let’s discuss forming the right team for decisions.
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When collaboration is essential, everyone needs to feel included.
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However, finding that balance can be tricky. Not everyone needs to be involved in every conversation.
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Collaboration contracts can address this situation.
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These contracts help clarify who should be involved in decisions and let everyone know their role.
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Let’s look at how this concept was developed.
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Collaboration contracts were born from challenges in deciding strategies.
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Inspired by Jurgen Appelo’s concept of delegation agreements in his Management 3.0 work.
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The idea is to establish clear expectations around decision-making and responsibilities.
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This involves determining who needs final say and who can gather input.
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In practice, collaboration contracts generally have five levels of involvement.
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Understanding these levels allows team members to assess their engagement.
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For example, 'consult' means you want input before the final decision.
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Then there's 'agree,' where you are not only consulted but also want to reach a consensus.
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The role of 'advise' means providing insight but deferring to the decision-maker.
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Finally, there's the 'inquirer,' who wants to know the outcome without getting involved in the process.
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Assigning these roles helps clarify everyone’s expectations.
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Let’s consider how a collaboration contract plays out.
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Imagine a team addressing an HR policy concern.
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Roles vary, with Joe as the VP of HR and Alice as the legal advisor.
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Both need to align on their roles before making progress.
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If Joe, as decision-maker, seeks input from Alice, they need to establish mutual agreement.
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Communication helps avoid hidden tensions.
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Discrepancies can arise when expectations are not clearly defined.
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Through open dialogue, they can convey their preferences and reach a common understanding.
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Let’s now revisit the concept of collaboration contracts.
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When we decide who should have a say in our discussions, we clarify expectations.
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This ensures everyone feels their perspectives are considered.
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Collaboration requires a careful balance, where authority doesn’t overshadow input.
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When openly discussing input roles, transparency is key.
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Next, we need to address more complex decision-making processes.
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As teams evolve, they often face intricate issues requiring collaborative solutions.
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We recognize that team dynamics play a critical role in this.
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One effective solution is to implement parallel thinking.
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This method, created by Edward de Bono, helps steer conversations constructively.
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In parallel thinking, we collectively focus on one aspect of a problem at a time.
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By engaging with the emotional view, we foster emotional expressions during discussions.
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Next comes analyzing the risks, where we ask: what could go wrong?
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Then, we shift to opportunities and explore positive aspects of the situation.
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Using this approach diminishes defensive reactions and encourages responsible critique.
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De Bono also introduced the concept of Six Thinking Hats.
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Each hat represents a perspective: facts, feelings, risks, opportunities, creativity, and organization.
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While discussing the topic, we wear a designated hat for clear communication.
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For instance, the white hat encourages objective conversations about facts.
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The red hat allows individuals to share feelings without justification.
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Similarly, the black hat scrutinizes potential risks and concerns.
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The yellow hat highlights opportunities, while the green hat enables creative problem-solving.
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Lastly, the blue hat ensures organization and manages the overall session.
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When we utilize these perspectives, we enhance productivity during discussions.
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Now, let’s examine how this method can transform discussions.
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Starting with the blue hat, the facilitator prepares the session with clear goals.
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The facilitator then transitions to discussing factual information, allowing input.
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After establishing the facts, the group discusses opportunities before evaluating risks.
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This collaborative effort often leads to a constructive outcome.
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Facilitators need to maintain neutrality while guiding conversations.
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By focusing on each aspect, the group preserves constructive momentum.
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The aim is to reach consensus, where team members feel valued and heard.
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In closing, here are the key points we've explored today.
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We examined simple team decisions using 'Fist to Five' for quick voting.
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Next, we introduced collaboration contracts for complex discussions.
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Finally, we ventured into parallel thinking concepts and effective team facilitation.
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A successful team integrates diverse opinions while maintaining a constructive environment.
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Thank you for joining this workshop was instrumental in our discussions.
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If anyone has questions, feel free to ask.
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Thank you all for participating.
