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4.7 Norm Setting for Committees

Course video 33 of 35

In this last module, we will look at common types of teams like global teams and committees. We will discuss the challenges that each one is most likely to face and give you some tips for how to combat and overcome those challenges. We will also hear practical insights on managing startup teams from Anthony Maher, an entrepreneur, former professional soccer player, and a co-founder of Benjamin’s desk, which is the largest co-working community in Philadelphia.

Building High-Performing Teams

Universidade da Pensilvânia

Curso 2 de 5 no Culture-Driven Team Building Programa de cursos integrados

Teams are essential to the modern organization, but most never reach their potential. Co-workers miscommunicate, and groups struggle to adapt to changes in the market or their organizations. When teams lack self-awareness about these challenges, performance suffers. Based on years of team culture research and consulting experience, this course helps you understand the problems that hurt productivity, and gives you tools for creating positive change. This course also guides you through creating the ground rules and structure needed to set your team up for success. You gain the skills to diagnose issues such as conflicts, groupthink and lack of commitment in your team before they get out of control. The course offers frameworks to adjust team behaviors and get the best performance out of your people. You also understand frequent stumbling blocks for common team types, such as startups and virtual teams, and learn solutions tailored to each one.

Visualizar o programa do curso

Habilidades que você aprenderá

Team Building, Leadership, Emotional Intelligence, Team Management

Ministrado por

Derek Newberry, Ph.D.
Lecturer
Dr. Aviva Legatt
Affiliated Faculty

Transcrição

In this video, we will talk about strategies for norm setting on committees.

In particular, we recommend four strategies.

Number one, pay attention to communication channels.

Establish how you will communicate and how often.

Remember back it our case of the university in the Northeast of

the United States?

On this committee, communication took place in person at monthly meetings

with occasional follow up by email.

This was a comfortable and fitting way for

communication to occur because the nature of the charge was amorphous and

non-time bound research from Berkeley's HR network emphasizes that effective

communication doesn't mean that you have to constantly communicate with your team.

Rather, it means that when you are together,

you are open to suggestions, ask questions, and prevent miscommunication.

Number two, encourage information sharing.

On the case committee, individuals had very different backgrounds and

areas of expertise.

Some were faculty in specific disciplines, others were specialized staff, and

yet another group were undergraduate students.

It is It's important to establish how community member share information

with one another.

And what contextual information is needed in order to establish mutual understanding

among people like this, who have very different backgrounds.

The case study committee has a norm to always take and share minutes.

This practice helps to retain institutional knowledge.

Also the presence of an administrative person on the committee as or

is on the case committee allows for other relevant administrators to be brought in

to inform the committees work where appropriate.

Number 3, establish subcommittees.

On the case committee there are 15 members.

Because of the challenge of getting people together,

it might be necessary to establish subcommittees not only for logistical

reasons, but also to align members around one of the short-term committee goals.

This allows committee members to maximize their limited time and

focus in an area to make a high impact.

Each sub-committee can and should establish their own goals,

roles, and norms that align with the task at hand.

In this case study sub-committees were established when specific expertise was

needed, or when a committee member was personally interested in the work.

Subcommittees can therefore leverage the strengths and

personal goals of committee numbers.

Number four have respectful disagreements.

In course three we'll talk about strategies for having productive conflict.

The important point here is that when you engage in conflict your team needs to be

aware of the danger of minimizing contributions from minorities, women, and

other marginalized groups on committees,

it may be the case that people don't know each other very well.

And so on the other hand,

people may be very polite and friendly in these occasional meetings.

While this friendliness establishes a positive atmosphere,

it might also make it difficult to have productive disagreements.

You can work toward having productive disagreements on your team

by encouraging members to remain open to one another's viewpoints.

In one example from the case study committee.

The committee was charged to examine on campus smoking policy.

Students led the charge to try to ban smoking in all areas of campus.

The staff on the committee disagreed with this overarching goal, and

raised the alternative viewpoint about how policies might affect

quality of work-life for those staff who smoke.

Another best practice use on this case study committee is that members will say,

in my experience, before giving an opinion.

This practice assures that when members give an opinion that they

are not universally assigning this opinion to the entire committee or

ascribing their opinion to the communities being effected by their work.

In these last two videos we discussed goals, roles and norms for committees.

There's not one process or structure that works best for

maximizing performance on committees.

The frameworks we provided should provide you with a strong foundation for

establishing your own process.

In the next video I will do a course recap and send you on your way, stay tuned.

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