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Creating norms requires the buy-in from most of the team members, including leadership.
The entire team needs to be engaged in the process for it to work very well.
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Every team has rules, but few are intentionally crafted. This could have a negative impact. For example:
They are not commandments set in stone.
It is valuable to continue to revisit them and change them as the team grows. Scheduling a meeting at regular intervals to provide feedback on the norms keeps the positive momentum going.
It's normal to expect that these rules will be bent or broken. The transition from unspoken to written norms can be smoother when it is decided in advance how to deal with the offense.
If you don't call attention to that norm, you inadvertently create a second set of norms.
Group norms are the set of informal and formal ground rules that specify how people interact. The rules help members of the group determine how to behave. Advantages of clear ground rules within teams:
Google researchers found that the ability to take risks in a safe environment was at the top of the list of group norms and made for happier, high-performing teams.
Group norms are most effective when everyone follows them. If everyone agrees to the norms laid out, it will be easier to hold each other accountable.
It is important to post your norms somewhere visible and refer to them often.
When managers don't provide clear direction, employees will fill in the details with assumptions. However, what managers require may differ greatly from what the employees think their managers expect.
To avoid confusion, write down straightforward objectives and guidelines that are...
Setting up norms is easiest when the team is first created. It may take a special meeting at the start, but it saves time and diminish problems down the road.
Shifting group norms in an established team is possible, too. Cultivate positive behavioral expectations on high-f...
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Async communication means exchanges don’t have to happen in real-time, but rather on the schedule that works best for each person.
It allows people to set their own work hours and collaborate seamlessly across different time zones.
Dr. Bruce Tuckman, a psychology professor, synthesized team development into four basic stages: Forming, Storming, Norming, and Performing.
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The argument is that while remote employees may be more personally productive, the team creativity and innovation suffer. People really need spontaneous interactions at the water cooler or break room or at happy hours to foster serendipity that drives innovation.
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