Kindle Notes & Highlights
Read between
May 12 - May 19, 2020
Transparency and Curiosity:
Informed Choice and Accountability:
Compassion
Assumption 1: I have information; so do others.
Assumption 2: Each of us sees things others don’t.
Assumption 3: Differences are opportunities for learning.
Assumption 4: People may disagree with me and still have pure motives.
Assumption 5: I may be contributing to the problem.
Better Team Performance
higher-quality decisions, increased innovation, faster decision-plus-implementation, and lower costs.
Better Team Working Relationships
greater commitment, increased trust, increased team learning, and appropriate dependence on others.
Greater Individual Well-Being
find the work motivating, enjoyable, and not too stressful.
Behavior 1: State Views and Ask Genuine Questions
Behavior 2: Share All Relevant Information
Discuss undiscussable issues.
1. State the issue you want to talk about and your reasoning for discussing it. 2. If relevant, share your concerns about risk and try to reduce it. 3. If appropriate, ask if the others are willing to discuss it. 4. Jointly design how you will have the conversation. 5. Bring the conversation to the team if you didn’t raise it there initially.
Three criteria for knowing whether a team is real: Members are interdependent around a real team task. Membership is clearly defined. Membership is stable.2
I’ve noticed that after I share my view on a topic, no one disagrees with me. The discussion just seems to stop. Let me give you some examples [then describe a couple of situations where you observed this pattern]. I’m wondering, what’s leading this to happen? I’m asking because I want you to be disagreeing with me but I don’t see it happening. I’m curious: Am I doing something that contributes to this?”
if you control the process of the conversation, you can usually control the outcome.
Ask them to jointly design a way to bring their disagreement to you.
