Talks
Workshop: Teamwork Ain't Always Easy
Summarized using AI
Workshop: Teamwork Ain't Always Easy
by Michael NortonIn the workshop titled "Teamwork Ain't Always Easy," Michael Norton discusses the challenges of collaboration within teams and introduces techniques to enhance teamwork and consensus-building, especially in larger groups. The session emphasizes three main concepts:
Simple Team Decisions: Norton presents a method called "fist to five," a voting process to gauge agreement among team members without prolonged discussions. This technique encourages quick decision-making by allowing members to express their level of agreement on a continuum from strong disagreement (fist) to enthusiastic support (five fingers).
Forming the Right Team: To tackle more complex decisions, Norton introduces "collaboration contracts," which clarify the roles and expectations of team members in the decision-making process. Members self-select into roles such as decision-maker, advisor, or inquirer to establish clarity in discussions and reduce conflicts.
Thinking in Parallel: For solving intricate issues, Norton aligns with Edward de Bono's concept of "parallel thinking," which promotes a structured way of considering multiple aspects of a problem. By using techniques such as the six thinking hats to separate discussions of facts, feelings, risks, and opportunities, teams can minimize arguments and enhance creativity and problem-solving.
Norton provides real-world scenarios, such as deciding on office chairs and coffee options, where these tools facilitate more effective discussions. The workshop concludes with the takeaway that teamwork benefits from clear communication, defined roles, and structured discussion methods.
Ultimately, Norton stresses the collective intelligence of teams, reinforced by quotes from a Navy Admiral and de Bono, reminding participants that collaboration enables teams to reach better solutions by drawing on diverse perspectives without the pitfalls of argumentation.
00:00:00
Welcome to the workshop.
00:00:17
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.
00:00:24
These tools can help address various issues teams face, particularly in problem-solving and reaching a consensus.
00:00:31
As teams grow larger, achieving consensus becomes increasingly challenging.
00:00:37
This morning, I noticed a common theme in the presentations—familiar challenges.
00:00:43
As a member of Groupon, I felt compelled to introduce a familiar concept.
00:00:49
For those who don’t recognize it, here’s the Groupon cat, a lighthearted addition.
00:00:55
Now, a bit about myself: I'm Doc Norton, Global Director of Engineering Culture at Groupon.
00:01:01
If you're unsure what that title entails, you're not alone.
00:01:07
Essentially, it involves connecting individuals within a large group and fostering communication.
00:01:13
Our goal is to work together as a cohesive unit to build innovative solutions.
00:01:18
On a personal note, I'm married with two children and am also a grandfather.
00:01:25
Now, let’s move on to the three key topics we'll cover today.
00:01:36
First, we'll discuss simple team decisions and how to make quick, effective choices.
00:01:48
Next, we'll explore how to form the right team for more complex decisions.
00:01:58
Finally, we'll delve into parallel thinking, a strategy for tackling complex problems.
00:02:06
Let’s jump right into our first topic: simple team decisions.
00:02:12
These decisions are generally low-risk, low-complexity, and involve clear options.
00:02:23
Think of it like a binary choice—flip a coin to decide between options.
00:02:30
Through experience, I've noticed that, in a group of ten or twenty individuals, discussions about these questions can drag on.
00:02:37
Often, we find that everyone is essentially in agreement but has slightly different views.
00:02:43
Let’s take a practical example: suppose we’re discussing offering coffee in the office.
00:02:50
The question arises: should we serve Pete's Coffee?
00:02:57
What seems like a straightforward yes or no question can spark lengthy discussion.
00:03:07
To streamline this, we use a method called ‘Fist to Five.’ Is anyone familiar with it?
00:03:15
It's a simple process that gauges varying levels of agreement.
00:03:22
Instead of a binary yes or no, it allows for a range of responses.
00:03:30
Here’s how it works: on the count of three, everyone shows a hand gesture representing their stance.
00:03:38
A fist means strong disagreement, while a number (1-5) signifies varying degrees of support.
00:03:44
For example, a '1' indicates necessity for changes before agreement, whereas a '5' signifies enthusiastic endorsement.
00:03:52
This method encourages quick decision-making and allows us to gauge the team's support.
00:04:00
Should we offer Pete's Coffee? Let’s conduct a quick vote.
00:04:06
One, two, three—show your hands! I see a mix of threes, fours, and fives.
00:04:12
If everyone is at three or above, we can proceed. If most are at two or below, we rethink the decision.
00:04:25
What’s great about this method is that it enables us to cut through extensive discussions.
00:04:33
Let’s move forward to more complex decision-making.
00:04:43
When collaborating in larger groups, we need everyone to be involved in the process.
00:04:55
However, should every team member be part of every discussion?
00:05:02
Realistically, the answer is no, but we all want to be included.
00:05:08
Here's an example of a decision that goes beyond a simple yes or no.
00:05:15
Let’s say we need to select office chairs. This decision involves numerous factors.
00:05:23
Our office has diverse seating options, which complicates the choice.
00:05:30
As discussions commence, opinions will vary greatly among team members.
00:05:37
In such cases, I’ve observed a common progression during discussions.
00:05:45
People will weigh in, often with conflicting views, which can lead to confusion.
00:05:53
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.
00:06:01
This sparked further debate, revealing hidden stakes in the decision.
00:06:11
Understanding why someone participates in discussions, even when they say they don’t care, is crucial.
00:06:19
Next, let’s discuss forming the right team for decisions.
00:06:26
When collaboration is essential, everyone needs to feel included.
00:06:32
However, finding that balance can be tricky. Not everyone needs to be involved in every conversation.
00:06:40
Collaboration contracts can address this situation.
00:06:48
These contracts help clarify who should be involved in decisions and let everyone know their role.
00:06:56
Let’s look at how this concept was developed.
00:07:01
Collaboration contracts were born from challenges in deciding strategies.
00:07:10
Inspired by Jurgen Appelo’s concept of delegation agreements in his Management 3.0 work.
00:07:18
The idea is to establish clear expectations around decision-making and responsibilities.
00:07:27
This involves determining who needs final say and who can gather input.
00:07:34
In practice, collaboration contracts generally have five levels of involvement.
00:07:42
Understanding these levels allows team members to assess their engagement.
00:07:49
For example, 'consult' means you want input before the final decision.
00:07:54
Then there's 'agree,' where you are not only consulted but also want to reach a consensus.
00:08:02
The role of 'advise' means providing insight but deferring to the decision-maker.
00:08:09
Finally, there's the 'inquirer,' who wants to know the outcome without getting involved in the process.
00:08:19
Assigning these roles helps clarify everyone’s expectations.
00:08:25
Let’s consider how a collaboration contract plays out.
00:08:33
Imagine a team addressing an HR policy concern.
00:08:41
Roles vary, with Joe as the VP of HR and Alice as the legal advisor.
00:08:48
Both need to align on their roles before making progress.
00:08:56
If Joe, as decision-maker, seeks input from Alice, they need to establish mutual agreement.
00:09:04
Communication helps avoid hidden tensions.
00:09:10
Discrepancies can arise when expectations are not clearly defined.
00:09:18
Through open dialogue, they can convey their preferences and reach a common understanding.
00:09:25
Let’s now revisit the concept of collaboration contracts.
00:09:33
When we decide who should have a say in our discussions, we clarify expectations.
00:09:39
This ensures everyone feels their perspectives are considered.
00:09:46
Collaboration requires a careful balance, where authority doesn’t overshadow input.
00:09:54
When openly discussing input roles, transparency is key.
00:10:02
Next, we need to address more complex decision-making processes.
00:10:09
As teams evolve, they often face intricate issues requiring collaborative solutions.
00:10:16
We recognize that team dynamics play a critical role in this.
00:10:24
One effective solution is to implement parallel thinking.
00:10:32
This method, created by Edward de Bono, helps steer conversations constructively.
00:10:40
In parallel thinking, we collectively focus on one aspect of a problem at a time.
00:10:47
By engaging with the emotional view, we foster emotional expressions during discussions.
00:10:54
Next comes analyzing the risks, where we ask: what could go wrong?
00:11:01
Then, we shift to opportunities and explore positive aspects of the situation.
00:11:07
Using this approach diminishes defensive reactions and encourages responsible critique.
00:11:15
De Bono also introduced the concept of Six Thinking Hats.
00:11:22
Each hat represents a perspective: facts, feelings, risks, opportunities, creativity, and organization.
00:11:30
While discussing the topic, we wear a designated hat for clear communication.
00:11:37
For instance, the white hat encourages objective conversations about facts.
00:11:46
The red hat allows individuals to share feelings without justification.
00:11:54
Similarly, the black hat scrutinizes potential risks and concerns.
00:12:01
The yellow hat highlights opportunities, while the green hat enables creative problem-solving.
00:12:09
Lastly, the blue hat ensures organization and manages the overall session.
00:12:16
When we utilize these perspectives, we enhance productivity during discussions.
00:12:24
Now, let’s examine how this method can transform discussions.
00:12:31
Starting with the blue hat, the facilitator prepares the session with clear goals.
00:12:39
The facilitator then transitions to discussing factual information, allowing input.
00:12:47
After establishing the facts, the group discusses opportunities before evaluating risks.
00:12:55
This collaborative effort often leads to a constructive outcome.
00:13:03
Facilitators need to maintain neutrality while guiding conversations.
00:13:09
By focusing on each aspect, the group preserves constructive momentum.
00:13:15
The aim is to reach consensus, where team members feel valued and heard.
00:13:25
In closing, here are the key points we've explored today.
00:13:33
We examined simple team decisions using 'Fist to Five' for quick voting.
00:13:41
Next, we introduced collaboration contracts for complex discussions.
00:13:48
Finally, we ventured into parallel thinking concepts and effective team facilitation.
00:13:57
A successful team integrates diverse opinions while maintaining a constructive environment.
00:14:05
Thank you for joining this workshop was instrumental in our discussions.
00:14:12
If anyone has questions, feel free to ask.
00:14:17
Thank you all for participating.
Explore all talks recorded at RailsConf 2014
+129