Collaboration+With+Bailey

Hindering roles refer to actions of individuals that hinder the group's process and progress.

__ Dominating __

Behavior: Asserting authority or superiority to manipulate the group or certain __members__; interrupting contributions of others; controlling through use of flattery or patronization.

Solution: Establish a procedure whereby each person contributes one idea to the discussion and then must wait until every other group member does the same before contributing again; interrupt the dominator, ask him/her to summarize the point quickly so that others can add their ideas, too.

"Thank you for giving us all those ideas, Erin. Let's hear from others in the group now."

__ Withdrawing __

Behavior: Removing self psychologically or physically from the group; not talking; answering questions only briefly.

Solution: Do not let conflicts remain unresolved; talk with the person privately to find out what is happening; direct questions to and solicit ideas from the avoider so this person stays involved.

"Carol, I have noticed that you haven't been as involved in the group lately. Is everything O.K.?"

__ Degrading __

Behavior: Putting down others' ideas and suggestions; deflating others' status; joking in a barbed or sarcastic way.

Solution: When your group first gets together, review your contract and ground rules with them, highlighting the rule that all ideas will be accepted; the first time someone criticizes another person, reinforce this rule.

"You have a point, but we need to solve our problem, not attack each other's ideas."

__ Uncoooperative __

Behavior: Disagreeing and opposing ideas; resisting stubbornly the group's wishes for personally oriented reasons; using hidden agenda to thwart group progress.

Solution: Incorporate statements in the original guidelines that __deal__ with cooperation and interruptions, encourage this person to explain reasons behind his/her objection; look for any aspect of the position that supports the group's ideas so that this person moves from left to center field; refocus his/her participation as a recorder or process observer; ask the group to deal with this uncooperative behavior.

"It seems like we may be forgetting the ground rules we set up as a group. Should we take a few minutes to revisit them now?" "Sandy, that is an interesting view. Could you explain how you came to those conclusions?"

__ Side Conversations __

Behavior: Whispering, giggling and having private side conversations with another person.

Solution: Set guidelines and expectations at the beginning of the meeting, stop the meeting and ask those involved in the side conversation to share what they are talking about with the group, stop the meeting and comment that it is difficult for you to hear the other discussion or to concentrate on the topic at hand with side conversations occurring; privately talk with the distracters and discuss their expectations for the meeting's topics; empower others to confront the distracters with how these side conversations keep everyone from concentrating on the group's discussion.

"I am having trouble focusing on the discussion with the side conversations going on. Is anyone else experiencing this?" "It is difficult to focus on the discussion with side conversations going on. Can we __agree__ that we will all focus on the main discussion?" "I sense we are losing people's attention and __interest__, can we do a check-in to see where people are on this topic?"


 * OTHER ROLES **

Shaper (SH)

Shapers are people who challenge the team to improve. They are dynamic and usually extroverted people who enjoy stimulating others, questioning norms, and finding the best approaches for solving problems. The Shaper is the one who shakes things up to make sure that all possibilities are considered and that the team does not become complacent.

Shapers often see obstacles as exciting challenges and they tend to have the courage to push on when others feel like quitting.

Their potential weaknesses may be that they're argumentative, and that they may offend people's feelings.

Implementer (IMP)

Implementers are the people who get things done. They turn the team's ideas and concepts into practical actions and plans. They are typically conservative, disciplined people who work systematically and efficiently and are very well organized. These are the people who you can count on to get the job done.

On the downside, Implementers may be inflexible and can be somewhat resistant to change.

Completer-Finisher (CF)

Completer-Finishers are the people who see that projects are completed thoroughly. They ensure there have been no errors or omissions and they pay attention to the smallest of details. They are very concerned with deadlines and will push the team to make sure the job is completed on time. They are described as perfectionists who are orderly, conscientious, and anxious.

However, a Completer-Finisher may worry unnecessarily, and may find it hard to delegate. People Oriented Roles:

Coordinator (CO)

Coordinators are the ones who take on the traditional team-leader role and have also been referred to as the chairmen. They guide the team to what they perceive are the objectives. They are often excellent listeners and they are naturally able to recognize the value that each team members brings to the table. They are calm and good-natured and delegate tasks very effectively.

Their potential weaknesses are that they may delegate away too much personal responsibility, and may tend to be manipulative.

Team Worker (TW)

Team Workers are the people who provide support and make sure that people within the team are working together effectively. These people fill the role of negotiators within the team and they are flexible, diplomatic, and perceptive. These tend to be popular people who are very capable in their own right, but who prioritize team cohesion and helping people getting along.

Their weaknesses may be a tendency to be indecisive, and to maintain uncommitted positions during discussions and decision-making.

Resource Investigator (RI)

Resource Investigators are innovative and curious. They explore available options, develop contacts, and negotiate for resources on behalf of the team. They are enthusiastic team members, who identify and work with external stakeholders to help the team accomplish its objective. They are outgoing and are often extroverted, meaning that others are often receptive to them and their ideas.

On the downside, they may lose enthusiasm quickly, and are often overly optimistic. Thought Oriented Roles:

Plant (PL)

The Plant is the creative innovator who comes up with new ideas and approaches. They thrive on praise but criticism is especially hard for them to deal with. Plants are often introverted and prefer to work apart from the team. Because their ideas are so novel, they can be impractical at times. They may also be poor communicators and can tend to ignore given parameters and constraints.

Monitor-Evaluator (ME)

Monitor-Evaluators are best at analyzing and evaluating ideas that other people (often Plants) come up with. These people are shrewd and objective and they carefully weigh the pros and cons of all the options before coming to a decision.

Monitor-Evaluators are critical thinkers and very strategic in their approach. They are often perceived as detached or unemotional. Sometimes they are poor motivators who react to events rather than instigating them

Specialist (SP)

Specialists are people who have specialized knowledge that is needed to get the job done. They pride themselves on their skills and abilities, and they work to maintain their professional status. Their job within the team is to be an expert in the area, and they commit themselves fully to their field of expertise.

This may limit their contribution, and lead to a preoccupation with technicalities at the expense of the bigger picture.