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TEAM/UNIT CONTRIBUTION
If a team is to reach its potential, each player must be willing to
subordinate his personal goals to the good of the team.
- Bud Wilkinson, US Football Coach
Rarely helpful to the rest of the team, unit or organisation in getting work done
or in cooperating with anyone
May chill the efforts of the larger group by hesitating to get involved or even
refusing to help
Withholds resources and information from the others
Select one to three of the competencies listed below to use as a substitute for
this competency if you decide not to work on it directly.
SUBSTITUTES: 3,12,21,27,31,33,36,38,41,42,48,60,64
AVERAGE
Usually helpful to the rest of the team or other units in getting work done
Will cooperate with others
About as helpful as most people or groups are
SKILLED
OVERUSED SKILL
SOME CAUSES
A loner
Arrogant
Competitive
Defensive
Impatient with others
Not personally productive
Poor communication skills
Poor interpersonal skills
Poor negotiation skills
Self-centered
THE MAP
While getting your own work done is always paramount, helping others get theirs
done as well can also reap rewards downstream. There is reciprocity. You scratch my
back and Ill scratch your. Even though you may not need others today, you may need
them tomorrow. There is the sharing of successes. If you succeed and others on your
team stumble, this doesnt really help much over time. Its more fun and rewarding to
be part of a winning team. There is learning. While helping others, you can always
learn something useful that will help you in the future. There is personal satisfaction.
Most people feel good about themselves when they have successfully helped others. If
you dont help others because you dont know how, learn. If you dont help others
because you dont think you have anything to contribute, ask. If you dont help others
because you want to look superior, stop.
SOME REMEDIES
1.
2.
3.
4.
5.
Influencing
Peers generally do not have power over each other. That means that influence
skills, understanding, and trading is the currency to use. Dont just ask for
things; find some common ground where you can provide help. What do the
peers youre contacting need? Do you really know how they see the issue? Is it
even important to them? How does what youre working on affect them? If it
affects them negatively can you trade something, appeal to the common good,
figure out some way to minimise the work (volunteering staff help, for
example)? Go into peer relationships with a trading mentality.
6.
Many times, negative personal styles get in the way of effective peer
relationships
People differ in the impression they leave. Those who leave positive
impressions get more things done with peers than those who leave cold,
insensitive or impersonal negative impression. More help? See #3
Approachability, #31 Interpersonal Savvy, and #33 listening.
7.
If peers see you as excessively competitive, they will cut you out of the
loop
And may sabotage your cross-border attempts. To be seen as more
cooperative, always explain your thinking and invite them to explain theirs.
Generate a variety of possibilities first, rather than staking out positions. Be
tentative, allowing them room to customise the situation. Focus on common
goals, priorities and problems. Invite criticism of your ideas.
8.
If peers think you lack respect for them or what they do, try to keep
conflicts as small and concrete as possible
Separate the people from the problem. Dont get personal. Dont give peers
the impression youre trying to dominate or push something on them. Without
agreeing or disagreeing, try on their views for size. Can you understand their
viewpoint? When peers blow off steam, dont react; return to facts and the
problem, staying away from personal clashes. Allow others to save face;
concede small points; dont try to hit a home run every time. When a peer
takes a rigid position, dont reject it. Ask why what are the principles behind
the position, how do we know its fair, whats the theory of the case? Play out
what would happen if his/her position was accepted.
9.
A loner
Do you keep to yourself? Work alone or try to? Do you hold back
information? Do you parcel out information on your schedule? Do you share
information to get an advantage or to win favour? Do people around you know
what youre doing and why? Are you aware of things others would benefit
from but you dont take the time to communicate? In most organisations, these
things and things like it will get you in trouble. Organisations function on the
flow of information. Being on your own and preferring peace and privacy are
OK as long as you communicate things to bosses, peers and team mates that
they need to know and would feel better if they knew. Dont be the source of
surprises.
10.
Think equity
Relationships that work are built on equity and considering the impact on
others. Dont just ask for things; find some common ground where you can
provide help, not just ask for it. What does the unit youre contacting need in
the way of problem solving or information? Do you really know how they see
the issue? Is it even important to them? How does what youre working on
affect them? If it affects them negatively and they are balky, can you trade
something, appeal to the common good, figure out some way to minimise the
work or other impact (volunteering staff help, for example)? More help? See
#42 Peer Relationships.
Individual commitment to a group effort that is what makes a team work, a company
work, a society work, a civilisation work.
Vince Lombardi, US Football Coach