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Tips and questions about Trust on teams:
– What does Trust mean on this team? What are the benefits?– One of the keys to creating and maintaining trust on teams is the conscientious attention to the team agreements. We typically describe this process tool and create a set of team agreements very early with teams and then re-visit the agreements throughout the coaching, especially when issues come up that touch on elements of the agreements.
– Create a structure with your team to re-visit their agreements and update them on a regular basis. Teach them that the Team Agreements are a living document that evolves and changes over time as they evolve and change.
– Ask the team, “What creates trust for you? How do you know when it’s present? Absent?”
– What does, “We have each others back” mean to the team. What is the impact of backstabbing?
– How does Trust impact speed and flow on the team?
– How does lack of Trust create fear; how does fear impact team Productivity?
– Trust is built over time when team members engage in collaboration or disagreement. They learn where the edge of trust is in the relationship or the team. If they are aware they will establish a new, stronger, more resilient edge. Find examples of collaboration or disagreement on this team. What happened? How was trust affected?
– Discuss the relationship between Trust and Respect. What does this mean to the team?
– What Team Agreements would support Trust on the team?
BUILDING TRUST
Purpose of the exercise:
1. To give the team an opportunity to build trust through vulnerability
2. To give the team an opportunity for focused, direct and actionable feedback about where they see the team is strong and what needs to be improved.Time required:
1 to 1 ½ hour, depending on the size of the team.
Instructions:
Set context: Creating and building trust is fundamental to high performing teams. One way to increase trust is to be vulnerable and take risks. Trust is also a choice. It can feel risky, but without choosing to take a risk you will remain where you are. What do you need to make this a safe and courageous space to be vulnerable on this team? (Remind team agreements and how everyone is a voice of the system.)
Engage the team in an open conversation asking the following questions:
1. What is this team’s most important behavioral quality that contributes to the strength of the team? (Write on flipchart.)2. What does each of the team members contribute? (Depending on the level of trust on the team choose if you want members to write it down on a piece of paper that is collected and then shared, or if members can read it out load.)
3. Ask the team to respond to what the team has said. “What do you notice? Any surprises?”
4. What is this team’s single most important behavioral quality that detracts from the strength of the team? (A weakness or problematic behavior.)
5. How does the team contribute to that? (Remember this is not about blaming. Look for intentions, concealed strength or a poorly used skill. (Depending on the level of trust on the team choose if you want members to write it down on a piece of paper that is collected and then shared, or if members can read it out load. Team members focus on their own contribution, not others!)
6. What will you, individually and collectively, take responsibility for? Depending on the size of the team break them into pairs or triads if conversation is slow. Have each group report back to the team.
7. Have the team summarize aloud one or two key take-aways that they will work on. Have one team member write down commitments and send on email.
8. Next Steps: At the next team coaching session, have the team report on the progress they’ve made in regard to each of their areas for improvement. Solicit input from the team about observations and what they learned. Create new action from that.
(Tip: Team members should write down their answers so that they can commit to and remember their responses).
This exercise originated from Lencioni’s book, Overcoming the Five Dysfunctions of a Team: a Field Guide and is modified for team coaching by Leni Chr. Jebsen | c-momentum
Safety Ruler
An assessment tool with which to start an engagement. Before Designing the Team Alliance. Purpose: to reveal how safe team members feel expressing themselves in this group.
Coach’s Metaskills ( come from place) :
• Aggressive normalization
• Where you stand is fine
• Where you stand has information for the team
• Every team has a variety of experiences
• No team expects for everyone to be at a 10
• You can do this
• Matter of Fact
Place a line of blue painters tape on the floor.
This is a way for us to look at how safe each of you feels within this group right now to express yourself. By safety we mean your ability to be fully expressed on this team about this issue. How safe do you feel to speak up? 1=not safe at all, 10=very safe
This is a judgment free zone. Notice where you stand. Notice where others stand.
1) Why are you standing where you are? What has you stand where you are?
2) What do you need in order to feel more expressed? Bring what is shared here into the DPA.
Coach’s notes:
• Invite them to report.
• Ask about 8 or above, can hear from a couple, don’t need every voice that’s above 8.
• Ask for those at 7 or below let’s hear from each of you.
• There can be a kind of loyalty where strong players attract others to where they are standing on the line- watch for that.
• Those of higher rank will most likely feel safer
• Those standing at a 7 or 8 may speak of ghosts of past times of not feeling safe. Or, may say ‘I have to see how it goes before I know if I am safe or not’.
• Can ask about what is the power in where you stand? There is rank in every spot. Maybe it is the power to complain, maybe the power to …
Other ways to use this tool:
As an icebreaker, number of years on this team 0-20 place yourself on the line.
Ask how willing are you to take risks in this course this week?The Johari Window
Using Self-Discovery and Communication to Build TrustLearn how to build good relationships with the Johari Window.
Have you ever been part of a team where everyone was completely open with one another?
If so, then the chances are that you worked extremely effectively together. You knew your co-workers very well, and there was a solid foundation of trust between you. As a result of this positive working environment, you probably accomplished a great deal with this group.
Most of us realize that teams rely on trust in order to function productively, but how do you go about building that trust?
The Johari Window is a model that helps you do this, and it helps you learn important things about yourself, and so develop as a human being.
In this article we’ll look at how the Johari Window works, and we’ll see how you can use it with your team to improve communication and trust.
About the Model
The Johari Window is a communication model that is used to improve understanding between individuals. The word “Johari” is taken from the names of Joseph Luft and Harry Ingham, who developed the model in 1955.
There are two key ideas behind the tool:
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That you can build trust with others by disclosing information about yourself.
That, with the help of feedback from others, you can learn about yourself and come to terms with personal issues.By explaining the idea of the Johari Window, you can help team members to understand the value of self-disclosure, and you can encourage them to give, and accept, constructive feedback.
Done sensitively, this can help people build better, more trusting relationships with one another, solve issues, and work more effectively as a team.
Explaining the Johari Window
The Johari Window is shown as a four-quadrant grid, which you can see in the diagram below.
Johari Window Diagram
From “Of Human Interaction,” by Joseph Luft. © 1969. Reproduced with permission from McGraw-Hill Education.The four quadrants are:
1. Open Area (Quadrant 1)
This quadrant represents the things that you know about yourself, and the things that others know about you. This includes your behavior, knowledge, skills, attitudes, and “public” history.
2. Blind Area (Quadrant 2)
This quadrant represents things about you that you aren’t aware of, but that are known by others.
This can include simple information that you do not know, or it can involve deep issues (for example, feelings of inadequacy, incompetence, unworthiness, or rejection), which are often difficult for individuals to face directly, and yet can be seen by others.
3. Hidden Area (Quadrant 3)
This quadrant represents things that you know about yourself, but that others don’t know.
4. Unknown Area (Quadrant 4)
This last quadrant represents things that are unknown by you, and are unknown by others.
The End Goal
The ultimate goal of the Johari Window is to enlarge the Open Area, without disclosing information that is too personal. The Open Area is the most important quadrant, as, generally, the more your people know about each other, the more productive, cooperative, and effective they’ll be when working together.
The process of enlarging the Open Area quadrant is called “self-disclosure,” and it’s a give-and-take process that takes place between yourself and the people that you’re interacting with.
As you share information, your Open Area expands vertically and your Hidden Area gets smaller. As people on your team provide feedback to you about what they know or see about you, your Open Area expands horizontally, and your Blind Area gets smaller.
Done well, the process of give and take, sharing, and open communication builds trust within the group.
At first glance, the Johari Window may look like a complex tool, but it’s actually very easy to understand with just a little effort. As such, it provides a visual reference that people can use to look at their own character, and it illustrates the importance of sharing, being open, and accepting feedback from others.
People who have a large Open Area are usually very easy to talk to, they communicate honestly and openly with others, and they get along well with a group. People who have a very small Open Area are difficult to talk to, they seem closed off and uncommunicative, and they often don’t work well with others, because they’re not trusted.
Other people might have a large Blind Area, with many issues that they haven’t identified or dealt with yet. However, others can see these issues clearly. These people might have low self-esteem, or they may even have anger issues when working with others.
Using the Tool
The process of enlarging your Open Area involves self-disclosure. Put simply, the more you (sensibly) open up and disclose your thoughts, feelings, dreams, and goals, the more you’re going to build trust with your team.
Tip:
Try to avoid “over-sharing” in your self-disclosure. Disclosing small, harmless items builds trust, however, avoid disclosing personal information which could damage people’s respect for you.Another important aspect of enlarging your Open Area is accepting feedback from others on your team. This feedback helps you learn things about yourself that others can see, but that you can’t. This is important for personal growth.
Tip:
Be careful in the way you give feedback. Some cultures have a very open and accepting approach to feedback, but others don’t.You can cause incredible offense if you offer personal feedback to someone who’s not used to it, so be sensitive, and start gradually.
If someone is interested in learning more about you, they can reciprocate by disclosing information in their hidden quadrant.
For example, imagine that you tell someone on your team that you’re interested in going to business school to get your MBA. She responds by telling you that she enrolled just a few months ago, and then she tells you all about the MBA program that she’s involved with. You reciprocate by opening up about your career goals, and you discuss how an MBA will help you achieve them.
As a person’s level of confidence and self-esteem rises, it becomes easier to invite others to comment on their blind spots. Obviously, active and empathic
listening skills are useful in this exercise.The Johari Window in a Team Context
Keep in mind that established team members will have larger open areas than new team members. New team members start with smaller open areas, because they haven’t yet had the opportunity to share much information about themselves.
Feedback
The importance of feedback in this process can’t be overstated. It’s only by receiving feedback from others that your Blind Area will be reduced, and your Open Area will be expanded.
Group members should strive to help other team members to expand their Open Area by offering constructive feedback. The size of the Open Area can also be expanded vertically downwards into the Hidden Area, as people disclose information and feelings to the group.
Also, group members can help a person expand their Open Area into the Hidden Area by asking personal questions. Managers and team leaders play a key role here, by teaching team members how to give constructive feedback to individuals about their own Blind Areas.
Tip:
The Johari Window is often used with a list of 56 adjectives such as “kind,” “clever,” or “idealistic.” These adjectives can be used with the group to describe the person that everyone is focused on. You can see a list of adjectives to use here.Key Points
Joseph Luft and Harry Ingham developed the Johari Window in 1955. The tool is a useful visual representation of a person’s character, and is represented with a four-quadrant grid.
The goal of the Johari Window is to demonstrate the importance of open communication, and to explain its effect on group trust. The model also teaches you the importance of self-disclosure, and shows how group feedback can help you grow, both personally and professionally.
Your Open Area is expanded vertically with self-disclosure, and horizontally with feedback from others on your team. By encouraging healthy self-disclosure and sensitive feedback, you can build a stronger and more effective team.
Original post is here.
Having intimate relationship is not unique for family & friends relations, but for business & ARMY as well. her is a talk from Ori Brafman about connection and highlights from his experience with the U.S. Army… http://ecorner.stanford.edu/videos/2709/How-to-Build-Instant-Connections-Entire-Talk
EXERCISE FOR BUILDING TRUST IN A TEAM: “You would never have thought that I”. ENLARGING THE “OPEN AREA” AND DIMINISHING THE “HIDDEN AREA” OF THE JOHARI WINDOW
Apart from building TRUST in the team, my experience shows that it also raises CAMARADERIE. That’s because it is a fun exercise and depending on how are the team members willing to risk, to participate actively, to be vulnerable, to go out of their confort zone… it can go quite wild.
Ideal number of people in the team: Any. If it is a very large team, every team member will talk and share information about himself/herself only once. If it’s a team under 15 people, and depending on the time available for this exercise, people can participate many times. For a team of 15 people, 30 minutes can be very productive.
Goal of the exercise: Every team member shares with the rest of the team something that he/she knows about himself/herself and the others don’t know.
Instructions given by coach to the team:
“PLEASE, EACH OF YOU COMPLETE THE FOLLOWING SENTENCE: You would never have thought that I… “. “For instance (the coach can give some exemples of his/her own, the more authentic and “out of the box”, the better; in order to challenge the team to go out of its comfort zone):
– … had participated in a contest TV show.
– … I panicked in front of an audience until I was 24 years old.
– … I play in a rock band every first Friday night of the month.”By this process of “self-disclosure”, every team member enlarges his/her “open area” and the team members enhance their connections, building on trust.
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