Be a real team member

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Be a real team member by Mind Map: Be a real team member

1. Quote

2. Clicking and engaging

3. What makes a good team member?

3.1. What?

3.2. How?

3.3. When?

3.4. Why?

3.5. Who?

3.6. Where?

4. References

4.1. https://sites.google.com/site/724ecialdiniwiki/chapter-1-weapons-of-influence/chapter-2-reciprocation

4.2. http://www.oxforddictionaries.com/

4.3. I Want You to Cheat!: The Unreasonable Guide to Service and Quality in Organisations - John Seddon

4.4. Poke The Box - Seth Godin

4.5. Some images from http://pixabay.com/

4.6. http://www.mindtools.com

4.7. http://www.belbin.com/

4.8. http://flowchainsensei.wordpress.com/2012/09/26/how-to-give-feedback/

5. Engage

5.1. occupy or attract (someone’s interest or attention)

6. Relationship

6.1. the way in which two or more people or things are connected, or the state of being connected

7. Interest

7.1. the feeling of wanting to know or learn about something or someone

8. Motivate

8.1. provide (someone) with a reason for doing something

9. Day to day

9.1. Positive action over positive thinking

9.1.1. think AND do

9.2. Ask the questions

9.3. Feedback

9.3.1. Express what you do want, rather than what you don’t want.

9.3.2. Avoid vague, abstract or ambiguous phrases

9.3.3. This is what you did; This is what I feel; This is the need of mine that was met.

9.4. Reciprocation

9.4.1. Rule Of

9.4.1.1. rule essentially states that if someone gives something to us, we feel obligated to repay that debt

9.4.2. Give help

9.4.3. Ask for help

9.4.4. give and take

9.5. Acknowledge, never dismiss or ignore

9.5.1. Example: Flagged a issue, dismissed as 'your job'

9.5.2. Assuming only hierarchical status have valid opinions

9.5.3. Making people wait

9.6. Breaking bread

9.6.1. The best ideas are shared over food

9.7. Listen

9.7.1. Information is the means of improvement

9.8. Beware of the curse of knowledge

9.8.1. cognitive bias

9.8.2. can be off-putting

9.8.3. can leave people feeling dejected

9.8.4. why the should care?

9.9. Sounding board

9.10. Appreciate any input

9.10.1. Why?

9.11. Beliefs followed by behaviours

9.12. Find people who work because they believe over people who work for a pay cheque

9.13. Perspective

9.13.1. Example: Let go but learned

9.14. Invest time with people whose work crosses organisational boundaries

9.15. Think

9.16. Reliability

9.17. Dot the i's and cross the t's

9.17.1. Problems don't lie in the philosophy of procedures but in practice, and practice is goverened by attitude

10. Tony Bruce

10.1. @tonybruce77

10.2. http://dancedwiththetester.blogspot.co.uk/

11. Models

11.1. (Dr. R. M.)Belbin Team Roles

11.1.1. Dr Meredith Belbin studied team-work for many years, and he famously observed that people in teams tend to assume different "team roles".

11.1.2. Broad classification

11.1.2.1. Action Oriented Roles

11.1.2.2. People Oriented Roles

11.1.2.3. Thought Oriented Roles

11.1.3. He defined a team role as "a tendency to behave, contribute and interrelate with others in a particular way"

11.1.4. Plant

11.1.5. Resource Investigator

11.1.6. Co-ordinator

11.1.7. http://www.belbin.com/

11.1.8. Shaper

11.1.9. Monitor Evaluator

11.1.10. Teamworker

11.1.11. Implementer

11.1.12. Completer Finisher

11.1.13. Specialist

11.1.14. The key is balance.

11.2. Benne and Sheats' Group Roles

11.2.1. Identifies both positive and negative behaviour within a group

11.3. Margerison-McCann Team Management Profile

11.3.1. Psychometric tool used for team development, which measures people's preferences for gathering information, relating to others, making decisions, and organizing themselves and others

12. The Five Dysfunctions of a Team - Patrick Lencioni

12.1. Absence of trust—unwilling to be vulnerable within the group

12.2. Fear of conflict—seeking artificial harmony over constructive passionate debate

12.3. Lack of commitment—feigning buy-in for group decisions creates ambiguity throughout the organization

12.4. Avoidance of accountability—ducking the responsibility to call peers on counterproductive behavior which sets low standards

12.5. Inattention to results—focusing on personal success, status and ego before team success

13. What we're doing

13.1. Engage, Relationship, Interest, Motivate

13.2. Models

13.2.1. Belbin Team Roles

13.2.2. Benne and Sheats' Group Roles

13.2.3. Margerison-McCann Team Management Profile

13.3. What Makes a Good Team Member?

13.4. Day to day

14. Recap

14.1. Engage, Relationship, Interest, Motivate

14.2. Models

14.2.1. Belbin Team Roles

14.2.2. Benne and Sheats' Group Roles

14.2.3. Margerison-McCann Team Management Profile

14.3. What Makes a Good Team Member?

14.4. Day to day