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/
10.3. Equal Experts
10.4. [email protected]
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
11.3.1.1. Psychometrics is the field of study concerned with the theory and technique of psychological measurement, which includes the measurement of knowledge, abilities, attitudes, personality traits, and educational measurement. The field is primarily concerned with the construction and validation of measurement instruments such as questionnaires, tests, and personality assessments.
11.4. Aptitude
11.4.1. http://www.oxforddictionaries.com
11.4.2. http://www.merriam-webster.com
11.4.3. Business
11.4.4. Technical
11.4.5. Emotional Intelligence
11.4.6. BET
11.4.6.1. 1
11.4.6.2. 2
11.4.6.3. 3
11.4.6.4. 4
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