Tag: #Teams

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Organizational Development Team Effectiveness

Navigating Political Differences: Impact on Team Dynamics During an Election

Navigating Political Differences: Impact on Team Dynamics During an Election Brett Hodge 11/01/2024

Elections are inherently charged with political fervor, and when team members hold differing political views, it can significantly impact team dynamics. Understanding and managing these differences is crucial for maintaining a cohesive and effective team. Here’s a look at how political differences can affect team dynamics and strategies to navigate them.

1. Communication Challenges

Political differences can lead to communication breakdowns. Team members will no doubt have a sense of other’s views. Team members may find it difficult to engage in open discussions about work issues if they fear their views will be met with hostility. This can result in misunderstandings and a lack of collaboration. To mitigate this, fostering an environment of respect and open dialogue is essential. It is best not to discuss politics at work but inevitably it creeps in. Redirecting and encouraging active listening and empathy can help bridge communication gaps.

2. Conflict and Tension

Differing political views can lead to conflicts and tension within the team. These conflicts can distract from the teams goals and create a toxic work environment. Implementing conflict resolution strategies, such as mediation and setting clear guidelines for respectful discourse, can help manage and resolve disputes effectively.

3. Impact on Decision Making

Political differences can influence decision-making processes. Team members may have varying opinions on strategy, direction, solutions. This diversity of thought can be beneficial if managed well, as it brings multiple perspectives to the table. However, it requires strong leadership to ensure that decisions are made in the best interest of the team and politics are not used to judge each other’s input.

4. Team Cohesion and Morale

A team divided by political differences can struggle with cohesion and morale. It’s important to focus on common goals and shared values to unite the team. Regular team-building activities and emphasizing the team’s mission can help reinforce a sense of unity and purpose, even amidst differing political views.

Strategies for Managing Political Differences

  • Establish Clear Guidelines: Set clear expectations for respectful communication and behavior within the team.
  • Promote Inclusivity: Encourage an inclusive environment where all team members feel valued and heard, regardless of their political views.
  • Focus on Common Goals: Emphasize the overarching goals and mission to keep the team focused on what unites them.
  • Provide Training: Offer training on conflict resolution, communication skills, and diversity and inclusion to equip team members with the tools they need to navigate differences.
  • Encourage Open Dialogue: Create opportunities for team members to discuss their non-political views in a structured and respectful manner, fostering understanding and collaboration.

Conclusion

Political differences during an election can pose significant challenges to team dynamics, but with thoughtful management and a focus on common goals, these differences can be navigated effectively. By fostering an environment of respect, inclusivity, and open communication, teams can harness the strength of diverse perspectives and work together towards a successful outcome. In the end, it’s the shared commitment to the mission that will drive the team forward, despite any political differences.

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Organizational Development Team Effectiveness

The Predictive Index 2024 Survey Report: Key Findings and Insights

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Organizational Development Team Effectiveness

Let’s explore the fascinating future of teamwork

Let’s explore the fascinating future of teamwork, where collaboration, adaptability, and innovation take center stage. As we peer into the horizon, several trends emerge, shaping how teams will function and thrive:

1. Team Culture Matters More Than Company Culture

While company culture remains significant, the impact of culture is most keenly felt at the team level. Employees experience culture through their immediate team dynamics. The days of relying solely on office perks (free food, childcare, etc.) are waning. The pandemic-induced remote work experiment has further emphasized the importance of team culture. Leaders must focus on fostering positive team dynamics, ensuring that every team member contributes to a healthy and supportive environment1.

2. Virtual Collaboration Persists

Even as people return to physical offices, virtual collaboration remains a powerful force. Organizations with multiple offices will increasingly rely on virtual tools for coordination. The skills acquired during the “great work from home” era allow teams to form based on expertise rather than geographical proximity. Leaders should embrace this reality, mastering virtual collaboration tools and prioritizing the right person for the task, regardless of their location1.

3. Purposeful Hybrid: Virtual and In-Person Coordination

The post-pandemic future of teamwork will blend virtual coordination with in-person collaboration. Effective leadership in this hybrid world demands skills beyond traditional team management. As teams straddle physical and digital realms, leaders must adapt, communicate effectively, and foster a sense of purpose. The ability to seamlessly switch between modes—whether in a virtual meeting or face-to-face—will define successful team leadership2.

4. Agility, Resilience, and Foresight

Radically adaptable teams thrive in an uncertain world. To build such teams, focus on four essential attributes:

Conclusion: Navigating the Future

As we step into the future, teamwork will be our compass. Leaders who nurture team culture, embrace virtual collaboration, and cultivate adaptability will chart a successful course. Remember, it’s not just about working together; it’s about thriving together in a dynamic landscape. 

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Organizational Development Team Effectiveness

Key Changes Companies Should Make

Key changes companies should make in 2022

Josh Bersin, the founder of an HR research firm, says that “you have to run your company as if every employee has one foot out the door.” And he is right because employees today demand fast, positive change from their employers.

Let the data talk: 

  • 8 out of 10 employees feel ‘more empowered’ to hold leaders accountable for workplace changes in 2022. 
  • And 56% of workers said they will only wait 30 to 60 days for employers to make needed changes before they consider leaving. (Human Workplace Index)

So what can companies do?

Well, every company is different and has its unique challenges. But one thing is for sure: now is not the time to let up on the gas (despite today’s prices, har har).

A universal principle is companies must deeply understand what their employees want and then take action to deliver. By collecting employee feedback, companies will unlock a treasure trove of opportunities to improve retention, productivity, and workplace happiness.

How can they take it a step further? Companies must double down on improving the employee experience end-to-end. To start, that means:

  • purging any signs of toxic culture (one way is to create a set of strong company values and reward the right behavior)
  • hiring the right people for the right roles
  • giving employees a meaningful mission and purpose to work toward
  • training managers to listen and support employees (versus telling)
  • creating and communicating legitimate career paths (only 11% of companies offer formal career pathing programs). 

The MIT study also revealed four short-term strategies companies can use to increase retention.

  1. Identifying lateral career opportunities
  2. Offering remote work arrangements
  3. Hosting company-sponsored social events
  4. Offering predictable schedules
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Organizational Development Team Effectiveness

Where do we go from here?

Where do we go from here? As we emerge from the last 16 months of the Covid-19 pandemic many people are asking this question. Workplaces have changed forever. We were forced into experimenting with different ways to work. It was quick, due to necessity, Just like the vaccine. I know for me, although I experienced some major stresses, I personally and professionally discovered growth. I have learned some new skills and changed a few paradigms of mine about work, its purpose and meaning to each of us, and what our future might look like.

I for one believe that we will continue to thrive. These changes are inevitable as technology continues to create options for how we get things done. The next couple of years should be interesting to see how we evolve. Certainly being aware of the consequences of change can help us get ahead of the 8 ball in how we design the “New Workplace”. Facilitated dialogue with your teams is and will continue to be critical to the success of your change journey.

This linked article by Jack Kelley in Forbes Magazine from May 25,2021 “The Unintended Consequences Of The Hybrid-Work Model” is an interesting read and food for thought. https://www.forbes.com/sites/jackkelly/2021/05/25/the-unintended-consequences-of-the-hybrid-work-model/?sh=1317dedc3b69

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Team Effectiveness

Work Structures Post Covid 19 Reopening

With all of the talk about when and how to start reopening business in the news it is a good time to start thinking about what reopening might look like and planning for a different normal. Many things have changed in the past 3 months from how we interact, the safety of sharing spaces, to what do we do now?

Businesses need to think about office structure. Who is essential to come to the office and who is not and can work from home? How will you coordinate work differently? How do we spread people out so they have appropriate distancing? How do we reuse conference rooms and breakout rooms? How do we maintain sanitation? People touch everything from computers to phones, bathrooms, doors, kitchens, break rooms, printers and other shared machines. What about visitors to your office? How do you screen customers, venders, deliveries? What about human touch? many jobs require people to hand each other work materials, papers, office supplies, and touch people for procedures. What are the office rules on human to human touch?

Whatever your 2020 Strategic plan was prior to March, it is going to need to change and be redeveloped based on our current and future realities. This affects every individual, team, and Department in your organization. Teams will need to go back to their work charters and reestablish What, Why, and How. In this attached article “10 considerations for transitioning back to work in a post=covid-19 world” written 04/20/20 By Coleman, Ricker, and Still, the authors give some good considerations to think about.https://www.gensler.com/research-insight/blog/10-considerations-for-transitioning-back-to-work-in-a-post

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Organizational Development Team Effectiveness

Personality Conflicts: A Challenge in Teams

When I think back through my 30 years of working with teams and consider what the most common Challenge I hear from team members and managers is, Personality Conflicts has made every list. It is easy too feel overwhelmed with how to help teams deal with the challenge of “fixing personality conflicts”.

If you think about it, what a daunting task to undertake! Is it even possible? What are the benefits and consequences if you even could?

First we have to understand what is meant by “personality” if we are going to try and influence change. “The word personality itself stems from the Latin word persona, which referred to a theatrical mask worn by performers in order to either project different roles or disguise their identities”. The Enclyopedia of Britannica defines personality as “The term personality has been defined in many ways, but as a psychological concept two main meanings have evolved. The first pertains to the consistent differences that exist between people: in this sense, the study of personality focuses on classifying and explaining relatively stable human psychological characteristics. The second meaning emphasizes those qualities that make all people alike and that distinguish psychological man from other species; it directs the personality theorist to search for those regularities among all people that define the nature of man as well as the factors that influence the course of lives.” https://www.britannica.com/topic/personality

Another more concise definition given by Kendra Cherry and Steven Gans, MD, 2019 states that “personality is made up of the characteristic patterns of thoughts, feelings, and behaviors that make a person unique. In addition to this, personality arises from within the individual and remains fairly consistent throughout life.” https://www.verywellmind.com/what-is-personality-2795416

The most important addition in Kendra Cherry’s definition is that it “remains fairly consistent throughout life”. In a sense it is the core of who we are and is developed both genetically through biological inheritance and socially through our early childhood experiences.

I have come to believe that what we call personality conflicts are actually relationship conflicts. We are going to have an impossible and frustrating experience if we set out to change people’s personality. On the other hand, if we set out to improve relationships, I believe, and the research confirms, we can identify, discuss, and more realistically improve the connections between people and their different approaches to life . The goal should be to improve understanding of each others personalities and how best to connect our personality with the different personalities on our teams.

Understanding the diversity of our teams personalities can be assessed with tools like the Myer- Briggs, DISC, Iopt, Advanced Insights, and many others. The goal of these tools are self-awareness (give language to what you innately already know) and other awareness (give language to safely discuss differences and how to connect them for the teams good). These tools can help team members to not mis-label personality traits as good or bad and gain recognition that your own personality characteristics can be interpreted from many different perspectives. What we don’t understand about others, often get’s a negative label by team mates who’s profile falls on the opposite side from you on a measured personality scale. Research shows that many of us marry partners who are on the opposite side of these scales. What on the surface can seem like the perfect recipe for conflict can also be extremely complimentary if understood. They complete us giving access to information we might not even see if left to our own accord.

Relationship conflicts on the other hand have to do with how we behave with others. As humans we have been gifted with Self awareness, a Conscience, Free Will, and Imagination. We also have a genetic and psychological need to belong. If we use our human gifts we can learn to relate to all people regardless of personality. Relationship problems are usually created by misunderstandings and the difference between our intentions and others perceptions. We can often mislabel connection problems as personality conflicts.

The key to resolving “personality conflicts” in teams is to first recognize them as relationship conflicts and then build, maintain, and repair misunderstandings. Get to know each others intentions. It is about showing caring for others and the respect of understanding versus judging. Relationships are damaged by misinterpretations of negative interactions. Get to know your team at a deeper level. Seek to understand the core personalities and how to synergies them. Behave in ways that build, maintain, and repair relationships. Relationship conflicts need an environment of psychological safety for open communication mixed with humility, caring, and a desire for strong connections.