University Libraries Cataloging and Metadata Services

Although the Rare Materials Team does not fit neatly in any clearly-defined Team type, we do endeavour to conduct ourselves in a Team-like fashion. The RMT has not established any formal ground rules, but, from a somewhat bewildering array of background information, we have distilled a certain understanding about comporting ourselves in a Teamly manner. To this end, we encourage everyone to access the following guidelines, provided they not be taken too literally. Our single rule is that courtesy and common sense must prevail at all times.

• What effective work Teams are like
  
• Reasons and solutions for meeting failure
  

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1. Atmosphere is informal, comfortable, relaxed, without obvious tensions. People are involved and interested, and there are no signs of boredom.

2. Lots of discussion in which most people participate. Discussion is relevant to group task. Someone always brings the discussion back to the topic when the group gets off subject.

3. Group task/objective is well understood/accepted by members. Group objective was frequently reached by consensus.

4. Members listen to one another. Discussion tends to stay on track, without jumping to unrelated topics. All ideas are heard. People don't seem to fear bringing out a creative idea -- even if it may seem extreme.

5. Group is comfortable with disagreement. Group does not avoid conflict. Disagreements are not suppressed or overridden by premature group action. Group tries to resolve differences without dominating the dissenter.

   Yet there is no "tyranny of the minority." Those who disagree do so out of honest difference of opinion, expect to be heard in order to reach solution.

   When there are basic disagreements, group finds a way to live with them. Action may be put off for further study, or, if action is absolutely needed, it will be taken with the recognition that there may be later reconsideration.

6. Group reaches decision by consensus. Formal voting is minimal.

7. Criticism is frequent, honest, comfortable, with few personal attacks (either open or hidden.) Criticism is constructive.

8. Group members express feelings as well as ideas. There are few hidden agendas.

9. When action is taken, clear assignments are made/accepted.

10. The chairperson does not dominate; the group does not kow-tow to the chairperson. Leadership may shift. The issue is not who controls, but how best to get the job done.

11. The group will consider its process as well as its task.

From Dyer, Team building, pp. 12-13
(Based on Douglas MacGregor, The Human Side of Enterprise, 1960.)

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1. Chairing without due thought and preparation

   Solution: Plan
   

   • What is meeting intended to achieve
   • Is it necessary to meet
   • List subjects to cover
   • Know objectives

2. Failure to state the intention for the meeting

   Solution: Inform
   

   • Create and distribute an agenda
     • What is to be discussed
     • Why it is being discussed
     • What is to be achieved
   • Anticipate what is needed
     • Who should be there
   • Make sure everything is there and all are present

3. Failure to order agenda and use of time

   Solution: Prepare
   

   • Arrange agenda in logical order
   • Allocate time so important parts get adequate time

4. Failure to control discussion

   Solution: Structure and control
   

   • State problem
   • State facts in logical order
   • Get input from all present
   • Check for understanding
   • Summarize discussion
   • Do not jump around
   • Do not repeat issues over and over again
   • Get facts, not opinions

5. Failure to summarise decisions

   Solution: Summarize and Record
   

   • Summarize decisions
   • Check for understanding and agreement
   • Record decisions, including name of person taking responsibility for action

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Comments about this page may be sent to John Hamilton.