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![Page 1: Private-Public Collaboration – Sounds Great, But Hard To Do! Example of Success: Regional Dairy Modernization Task Force Kevin Bernhardt, University of.](https://reader030.fdocuments.us/reader030/viewer/2022032802/56649e0e5503460f94af7c3d/html5/thumbnails/1.jpg)
Private-Public Private-Public Collaboration – Sounds Collaboration – Sounds Great, But Hard To Do! Great, But Hard To Do!
Example of Success: Example of Success: Regional Dairy Regional Dairy
Modernization Task ForceModernization Task Force
Kevin Bernhardt, University of Wisconsin-Extension,Presentation at the National Extension Risk
Management Conference, April 2007.
![Page 2: Private-Public Collaboration – Sounds Great, But Hard To Do! Example of Success: Regional Dairy Modernization Task Force Kevin Bernhardt, University of.](https://reader030.fdocuments.us/reader030/viewer/2022032802/56649e0e5503460f94af7c3d/html5/thumbnails/2.jpg)
Today’s Presentation
• What is the Regional Dairy Modernization Task Force – Brief Summary
• Brief Literature Review of Coalitions – Benefits and Challenges
• Principles of Teams• Being Successful• Example of the Regional Dairy Modernization
Task Force– What we did– Outcomes– Future
![Page 3: Private-Public Collaboration – Sounds Great, But Hard To Do! Example of Success: Regional Dairy Modernization Task Force Kevin Bernhardt, University of.](https://reader030.fdocuments.us/reader030/viewer/2022032802/56649e0e5503460f94af7c3d/html5/thumbnails/3.jpg)
Today’s Presentation
• What is the Regional Dairy Modernization Task Force – Brief Summary
• Brief Literature Review of Coalitions – Benefits and Challenges
• Principles of Teams• Being Successful• Example of the Regional Dairy Modernization Task
Force– What we did– Outcomes– Future
![Page 4: Private-Public Collaboration – Sounds Great, But Hard To Do! Example of Success: Regional Dairy Modernization Task Force Kevin Bernhardt, University of.](https://reader030.fdocuments.us/reader030/viewer/2022032802/56649e0e5503460f94af7c3d/html5/thumbnails/4.jpg)
Who and What is the Regional Dairy Modernization Task Force?
• The “Regional Dairy Modernization Task Force” is an action team of the Southwest Wisconsin Regional Economic Development Coalition
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What Is The Task Force?
PublicPublic
ProducerProducer
PrivatePrivate
Campfire For Campfire For Collaboration:Collaboration:
EducatorEducator
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Campfire Currently Includes:Campfire Currently Includes:
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What Is The Task Force?
• For organizing, coordinating, and leveraging resources towards the end goals of:
1. Improving producers’ ability to achieve desired financial performance and/or other farm business and family goals including health, quality of life, and farm transition.
2. Increasing milk production
3. Adding cows
4. Increasing economic activity
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How?
• Target specific dairy operation systems and 1) enhance drivers of modernization and 2) reduce barriers to modernization – including skills, knowledge, social networks, entrepreneurial
confidence, facts and information, and/or negativism/lack of support by surrounding community.
• Programs, activities, and events will be organized to drive producers through the steps of:– Awareness of modernization topics, information, skills, networks,
etc.– Comprehension at beginning, intermediate, and advanced levels– Trial and Testing via peer groups, tours, and on-farm workshops– Adoption/Implementation.
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By The Way
• What we are, what we do and how we do it took about a year to figure out!!!!
– Collaboration may be very effective in the long run, but it is often agonizingly slow in the short run!
Patience is a Virtue!!Patience is a Virtue!!
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Today’s Presentation• What is the Regional Dairy Modernization Task Force – Brief
Summary
• Brief Literature Review of Coalitions – Benefits and Challenges
• Principles of Teams• Being Successful• Example of the Regional Dairy Modernization Task Force
– What we did– Outcomes– Future
![Page 11: Private-Public Collaboration – Sounds Great, But Hard To Do! Example of Success: Regional Dairy Modernization Task Force Kevin Bernhardt, University of.](https://reader030.fdocuments.us/reader030/viewer/2022032802/56649e0e5503460f94af7c3d/html5/thumbnails/11.jpg)
Definition (Spangler)
• “A coalition is a temporary alliance or partnering of groups in order to achieve a common purpose or to engage in a joint activity.”
• “Forming coalitions with other groups of similar values, interests and goals allows members to combine their resources and become more powerful than when they each acted alone.”
Spangler, Brad. “Coalition Building.” Beyond Intractability. University of Colorado, Boulder. June 2003
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Why Join a Coalition
• Member goals are similar and compatible.
• Working together will enhance all groups’ abilities to reach their goals.
• The benefits of coalescing will be greater than the costs.
Spangler, Brad.
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Coalition Benefits
• Leveraging of resources– Material, dollars, labor, clientele, ideas
• Increases effectiveness of individual organizations in the coalition
• Creates broader appeal
• Creates secondary coalitions
• Reduces risk
Spangler, Brad.
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Coalition Challenges
• Distraction from work at home organization
• Free-Riders
• Caving into the strong or to those with the most resources
• When goals differ
• Getting credit
• Need an understanding chief bottle washer
Spangler, Brad.
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Today’s Presentation
• What is the Regional Dairy Modernization Task Force – Brief Summary
• Brief Literature Review of Coalitions – Benefits and Challenges
• Principles of Teams• Being Successful• Example of the Regional Dairy Modernization
Task Force– What we did– Outcomes– Future
![Page 16: Private-Public Collaboration – Sounds Great, But Hard To Do! Example of Success: Regional Dairy Modernization Task Force Kevin Bernhardt, University of.](https://reader030.fdocuments.us/reader030/viewer/2022032802/56649e0e5503460f94af7c3d/html5/thumbnails/16.jpg)
References
• Scholtes, Peter, David Bayless, Gabriel Massaro, and Nancy Roche. “The Team Handbook for Educators – How to Use Teams to Improve Quality.” Joiner Assoc. Inc, Madison, WI. 1994.
• Kreitner, Robert. “Management.” 6th ed. Houghton Mifflin Co. 1995.
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Performing Teams
• A small number of people with complementary skills who are equally committed to a common purpose, goals and working approach for which they hold themselves mutually accountable
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Teams Need To Develop
• Good teams do not happen just by coming together.– They must be nurtured, developed, cared for– Relationship building is not a waste of time!
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All Members Bring Their Baggage With Them
I wonder how Mom is doing today, can she make it another week until I can get home to
see her?
This guy drives be crazy! I can’t stand him on the basketball court, as a
neighbor he drives me nuts, and his dog smells too.
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Individual Member Concerns
• Am I an insider or outsider
• Do I belong
• What can I do to fit in
• Whose the boss
• Will anyone listen to me
• Should I say anything
• They’ll laugh at me
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Team Growth Stages
1. Formin
2. Stormin
3. Normin
4. Performin
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Team Growth Stages
1. Formina. Feelings of excitement, anticipation,
optimism, fear, and anxietyb. Behaviors of
• defining process,• How members act towards each other• Determination of member roles• Lofty and abstract discussions, idea
generation• Early feelings of dread and impossibility of the
task
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Team Growth Stages
2. Stormina. Feelings of panic, resistance, anger,
despair
b. Behaviors of:• Arguing among team members• Defensiveness• Choosing sides• Blame game (stupid project, stupid class,
stupid teacher!)• Nothing getting done, it will never get done
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Team Growth Stages
3. Normina. Feelings of relief, renewed hope,
friendliness, deeper relationships, sense of team spirit
b. Behaviors of:• Acceptance of task and team members• Helping each other• Being able to give and receive constructive
criticism• Excitement
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Team Growth Stages
4. Performina. Feelings of understanding and knowing
how best to work with each other, satisfaction, elation.
b. Behaviors of:• Seeing real work done• Pride of accomplishment
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Team Growth Stages
5. Complacencya. No new ideas, repetitive, loss of
excitement
b. Behaviors of• Boredom, • begin to lose members, • small role players peal away,
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Team Efforts are a Roller Coaster
Optimism, hope, excitement
Boredom, impatience,
overwhelmed
Small victory, encouraged,
renewed hope
#^*@%*(@ Project!!
WE DID IT!!
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Today’s Presentation
• What is the Regional Dairy Modernization Task Force – Brief Summary
• Brief Literature Review of Coalitions – Benefits and Challenges
• Principles of Teams
• Being Successful• Example of the Regional Dairy Modernization
Task Force– What we did– Outcomes– Future
![Page 29: Private-Public Collaboration – Sounds Great, But Hard To Do! Example of Success: Regional Dairy Modernization Task Force Kevin Bernhardt, University of.](https://reader030.fdocuments.us/reader030/viewer/2022032802/56649e0e5503460f94af7c3d/html5/thumbnails/29.jpg)
Recipe for a Successful Collaboration
1. Include stakeholdersa. You are programming for producers,
make sure producers are part of the group!
2. Allow for sufficient time to build a strong foundation.
a. Take the time to get to know each otherb. Establish a shared visionc. Develop working principles & structure
“Essential Tips for Successful Collaboration.” Joint Work Group on School-Based Teen Pregnancy Prevention in partnership with Center For Disease Control and Prevention and et. al.
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Recipe for a Successful Collaboration
3. Conduct a needs assessment4. Develop a specific plan of action
a. SMART objectives
5. Keep all members engageda. Create ownership
6. Maintain communications with and among all members
7. Monitor progressa. Monitor members ideas of progressb. There’s no foul in adjusting goals
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Recipe for a Successful Collaboration
8. Know how to use team/group toolsa) Nominal group techniqueb) Force field Analysisc) Brainstormingd) Small groupse) Fishbone diagramsf) Etc.
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Recipe for a Successful Team
9. Have a party!
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Recipe for A Successful Team
• Clarity of team goals• Implementation plan• Clearly defined roles for each member• Clear and open communications• Well defined decision procedures• Balanced participation• Established ground rules• Use the scientific approach
More detail provided in accompanying slides
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Recipe for a Successful Team
6. Balanced Participationa. Every team member is important and has
important contributions to make
b. Indicators of problems• Meetings being taken over by one person or a
subset of members.• No ownership then no effort
c. What to do: actions that force inclusion such as structured brainstorming, gate keeping, or nominal group technique
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Successful Teams Work Through Group Problems
• Floundering• Overbearing members• Reluctant members• Rushing to
accomplishment• Digressions and
tangents• Feuding team
members• Free-riders
More detail provided in accompanying slides
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4. Rush to Accomplishmenta. Symptoms:
“We got something, let’s go with it.” Unquestioned acceptance of opinions as facts
“Trust but Verify!” (Ronald Reagan) In God we Trust! All others must have data and facts!
b. What to Do about it: Review team mission, rules of conduct and
operation Remind all of the team rules such as
decisions based in fact! Designated doubter
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Successful Teams Build a Successful Teams Build a Foundation for Successful Foundation for Successful
MeetingsMeetings
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Meeting Agendas
• Topics with short explanations• Expected outcomes of each topic
• Decision, creation of alternatives, open discussion
• Who is presenting each topic• Time guideline for how long that topic will take
• Timekeeper may be helpful• Don’t overload the agenda!
• Reserve time to set next meeting’s agenda• Logistics: Date, time and place• Content
• Review assignments (what, who and expectations)– Never leave a meeting without something happening
before the next one
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Meeting Agendas
• Might also include:– Team warm-up (favorite movie, book, etc.)– Quick review of agenda and any changes– Observers report or end-of-meeting
evaluation and what could be improved.
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Potential Member Roles
• Facilitator
• Gatekeeper/Timekeeper
• Observer
• Recorder
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Today’s Presentation• What is the Regional Dairy Modernization Task Force – Brief
Summary• Brief Literature Review of Coalitions – Benefits and Challenges• Principles of Teams• Being Successful
• Example of the Regional Dairy Modernization Task Force– What we did– Outcomes– Future
![Page 42: Private-Public Collaboration – Sounds Great, But Hard To Do! Example of Success: Regional Dairy Modernization Task Force Kevin Bernhardt, University of.](https://reader030.fdocuments.us/reader030/viewer/2022032802/56649e0e5503460f94af7c3d/html5/thumbnails/42.jpg)
Financing Partners
• Organizational Sponsorship– $5,000-$7,000 per year
• Grants– UW-Extension Kohl Dollar Grant, 2003– SW Technical College (USDA/Risk Management
Agency) grant, 2004– Value Added Dairy Initiative, Local Dairy
Development Grant (DATCP) 2005-06– North Central Risk Management Education Center,
2006-07
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Impact
• Participation
– 26 events in past four years (2003-2006) – 4 events to date in 2007 (as of April 1)
• 230 total participants to date for this year
– 1,413 total participants over last five years
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Impact - Participation
175130
422456
0
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100
150
200
250
300
350
400
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500
Participation
2003
2004
2005
2006
2007
230 To Date in
2007 with 4 events
left.
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Impact
• From Summit II Evaluation– 21 producers returned a survey
• 12 stated they had modernized in last year– 10 of the 12 (83%) stated that the decision to do so had
been influenced by task force events
– 35 dairy industry professionals• 7 stated they had been part of modernization
planning for a client– 5 of the 7 (71%) stated that task force events had been
beneficial in the decision-making process
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Impact
• From Summit III Evaluation-Industry– 22 dairy industry professionals answered that
they had helped a client modernize in the past three years
• 9 (41%) stated that the task force events were “very influential” in helping them help their clients.
– The total number of modernizations by this group of 9 totaled 67!
• 12 more stated that the task force events were “somewhat influential”
– These 12 accounted for 110 modernizations
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Impact
• From Summit III Evaluation-Producers– Of 25 producers thinking about modernizing, 12 of
them (48%) answered that the task force events are “very influential” in their decision to potentially modernize, and 13 (52%) said “somewhat influential”.
– Of 16 producers who modernized in the last year• 7 (44%) stated that task force events were “very influential”• 7 (44%) stated “somewhat influential”• 1 stated the task force events had no influence
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Impact
• From Summit IV Evaluation-Industry– 21 dairy industry professionals answered that
they had helped a client modernize this past year:
• 8 (38%) stated that the task force events were “very influential” in helping them help their clients.
– The total number of modernizations by this group of 8 totaled 32 (adjusted downward from one response of 400).
• 11 more stated that the task force events were “somewhat influential”
– These 11 accounted for 70 modernizations
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Impact
• From Summit IV Evaluation-Producers– Two producers answered that they are “very seriously
committed to a modernizing effort” and both answered that task force events are “very influential” in their decision to modernize.
– Of the 15 producers who answered that they are “somewhat serious about modernizing, but not yet committed” 5 (33%) answered that the task force events are “very influential” in their decision to potentially modernize, and 10 (66%) said “somewhat influential”.
– Of the 25 producers who answered that they had modernized in the last three years
• 9 (36%) stated that task force events were “very influential”• 12 (48%) stated “somewhat influential”• 4 (16%) stated the task force events had no influence
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Future
• Complacency• Too Much Success
– (organizational structure)
• What is success?– Number of heads– What the heads you have do
• Staying novel• Funding• Didn’t we say that collaborations are temporary!
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Definition (Spangler)
• “A coalition is a temporary alliance or partnering of groups in order to achieve a common purpose or to engage in a joint activity.”
• “Forming coalitions with other groups of similar values, interests and goals allows members to combine their resources and become more powerful than when they each acted alone.”
Spangler, Brad. “Coalition Building.” Beyond Intractability. University of Colorado, Boulder. June 2003
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Future
• Must show documented success as defined by coalition members– Public organizations
• Making a difference, showing results, stakeholder support
– Lenders• New business, new loans, better performing financial
situations
– Agribusiness• New business, new customers, public relations
– Producers• Better financial performance• Quality of Life• Family Goals
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Recipe for a Successful Team
1. Clarity of team goalsa. Each member is crystal clear as to team
mission, goals, tasks, etc.b. Indicators of problems
• Frequent switches in direction, Disagreements and arguments, Lack of progress, Nobody understands what is going on
c. What to do: Take a time out, retrench, get on the same page, multi-voting, Nominal Group Technique
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Recipe for a Successful Team2. Implementation Plan
a. Each member knows the steps of the process, knows each stage of progress towards the end goals, a written flowchart exists.
b. Indicators of problems• When something gets accomplished, team does
not know what to do next. Members just stop working, no next step.
c. What to do: Make sure you have a written flow chart, update if necessary, but have your next steps thought out and ready to go.
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Recipe for a Successful Team
3. Clearly Defined Roles for Each Membera. Responsibilities are assigned, and everyone
knows who is doing what and by when.
b. Indicators of problems• Confusion over who is doing what.
c. What to do: Deployment chart
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Recipe for a Successful Team
4. Clear and Open Communicationa. This one will sink the ship.b. Indicators of problems
• Confusion, anger, frustration, bullying, shyness, lack of involvement, steaming tempers just below the surface
c. What to do: honesty, encouragement, time out to speak as if I was someone else, designated observer, agreement to disagree
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Recipe for a Successful Team
5. Well Defined Decision Proceduresa. Part of early team effort is designation of
a decision-making procedure that all agree to abide by.
b. Indicators of problems• Forced decisions by one person or clique
within the team, too frequent recourse to voting that is split
c. What to do: develop a process, test for consensus, use data and facts to guide decisions
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Recipe for a Successful Team
6. Balanced Participationa. Every team member is important and has
important contributions to make
b. Indicators of problems• Meetings being taken over by one person or a
subset of members.• No ownership then no effort
c. What to do: actions that force inclusion such as structured brainstorming, gate keeping, or nominal group technique
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Recipe for a Successful Team
7. Established Ground Rulesa. Attendanceb. Promptnessc. Regularly scheduled meetingsd. Participatione. Basic conversational courtesies
• you have two ears and one mouth – use them in that proportion
f. Assignmentsg. Preset agendas, minutes, and records
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Recipe for a Successful Team
8. Use the Scientific Approacha. Let data and facts inform your decision-
making process
b. If you don’t have data, can you get it
c. Understand and use basic statistical tools
d. Dig for root causes of problems (fishbone)
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Working Through Group Problems
1. Flounderinga. Symptoms: endless discussions with no
actions, loss of direction, frustration
b. How to deal with it: Review (maybe re-write) team mission and
process What’s holding us up (force field analysis) Let’s take a baby step, gain a victory, even if
small Absolutely force ourselves into a specific set of
actionable steps.
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Working Through Group Problems
2. Overbearing participantsa. What to do?
Reinforce team rules that everyone’s opinion is important
Talk to the main culprit(s) privately on the side Discussion by written statement
Could be anonymous
More structured team discussions that force all to say something in an “around the table” fashion
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Working Through Group Problems
3. Reluctant participantsa. What to do?
Reinforce team rules that everyone’s opinion is important and needs to be heard
Discussion by written statement Could be anonymous
More structured team discussions that force all to say something in an “around the table” fashion
Gatekeeper function that has one person riding herd over the team and assuring all are participating.
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Working Through Group Problems
4. Rush to Accomplishmenta. Symptoms:
“We got something, let’s go with it.” Unquestioned acceptance of opinions as facts
“Trust but Verify!” (Ronald Reagan) In God we Trust! All others must have data and facts!
b. What to Do about it: Review team mission, rules of conduct and
operation Remind all of the team rule – Decisions based
in fact! Designated doubter
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Working Through Group Problems
5. Getting Off on Digressions and Tangents
a. Symptoms: A whole lot of time spent talking about matters that
have virtually nothing to do with the matter at hand
b. What to Do about it: Written agenda with “objectives to be
completed” Time & Task keeper whose sole job is to
remind everyone to keep on task
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Working Through Group Problems
6. Feuding Team Membersa. Symptoms:
Usually obvious, watch the body language, people disconnecting/leaving the group
b. What to Do about it: Consider a code of conduct, well defined
roles, team building time consult conflict resolution ideas
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Working Through Group Problems
7. Free riders!!a. Symptoms:
It is perceived at least that some members are not pulling their weight
b. What to Do about it: Be honest and direct privately Assignments Observers reports Discussion leader