How to create a Healthy Workplace Getting people from different skill / expertise to form a cohesive unit Introducing new members into a team: how to ensure this transition runs smoothly Solving team conflict Power struggles, politics and slackers Tips and techniques for forming a team

1. Promoting
Healthy Workplace &
Enhancing Team Dynamics
2:15 Dec 6th, 2012
Infonex 1045 Whitehorse
Chris Hylton
800 449-5866 chris@hylton.ca

2. Agenda
2
 How to create a Healthy Workplace
 Getting people from different skill /
expertise to form a cohesive unit
 Introducing new members into a team:
how to ensure this transition runs smoothly
 Solving team conflict
 Power struggles, politics and slackers
 Tips and techniques for forming a team
CG Hylton Inc

3. This is your show
3
Do you have any workplace issues we
can try and solve for you in this
session?
CG Hylton Inc

4. What is an
4
“Employer of Choice”?
 Any employer of any size in the public, private
or not-for-profit sector that attracts, optimizes
and retains top talent… because the
employees choose to be there
CG Hylton Inc

5. Which results in
5
 Employees choosing to work or
continue to work for your
organization… even when presented
with other and more enticing
employment opportunities
CG Hylton Inc

6. Does anyone know the top
6
reason people stay in a job?
CG Hylton Inc

7. Where does salary stack up?
7
When an employee is considering a job,
what do they look for?
Any ideas?
CG Hylton Inc

8. Where does salary stack up?
8
When an employee is considering a job, what do
they look for? 2003 data
1. Company policy
2. Company administration
3. Relationship with Supervisor
4. Working conditions
5. Salary
Source: August 2003 survey by the Society for Human Resource
Management (SHRM) and CareerJournal.com
CG Hylton Inc

9. Ipsos 2007 Survey
 Top reason for staying in the job –
like the work, like the atmosphere
CG Hylton Inc 9

10. IPSOS 2007 Survey Top 5 reasons for
staying in a job
1. like the work
2. like the co-workers
3. like the company
4. learning a lot
5. salary satisfaction
CG Hylton Inc 10

11. Improving Morale in the
Workplace
Ipsos survey
 Top reason for
staying in the job –
like the work, like the
atmosphere
CG Hylton Inc
11

12. First Break All the Rules
The Q12 Elements
 Expectations  Opinions count
 Resources  Mission
 Do what I do best  Co-workers
 Recognition  Best Friend
 Care  Feedback
 Development  Growth
Buckingham & Coffman, 1999
CG Hylton Inc
12

13. Group Agreements
ALL IDEAS AND POINTS OF VIEW HAVE VALUE
13
You may hear something you do not agree with or you think is "silly"
or "wrong." Please remember that one of the goals of this meeting
is to share ideas. All ideas have value in this setting. Also share
YOUR ideas and thoughts and avoid editorials of another
colleague’s comments.
SAFE SPACE
What is shared and discussed with one another should “stay here”
– apart from ideas and solutions that will help your own work and
agency.
USE COMMON CONVERSATIONAL COURTESY
Please don't interrupt; use appropriate language, avoid third party/
side bar discussions, etc. CG Hylton Inc

14. Group Agreements
14 HUMOR IS WELCOME
BUT humor should never be at someone else's
expense.
CELL PHONE / TEXTING / E-MAIL COURTESY
Please turn cell phones, or any other communication
item with an on/off switch to “silent. If you need to
respond, kindly step outside
BE COMFORTABLE
Please feel free to take personal breaks as needed
ANY OTHERS AGREEMENTS TO ADD?
CG Hylton Inc

15. What is a team?
15
 Give an example of a teams you’ve worked in
 What makes a team effective?
 Please give an example
 What makes a team ineffective?
 Please give an example
CG Hylton Inc

16. Types of Teams
16
 Athletic
 Winningis the ultimate goal
 Everyone strives towards the gold medal
 Two Man
 Partnership
 Consensus between two people
 Like a marriage
CG Hylton Inc

17. Types of Teams
17
 Community
 Group of individuals that share and collaborate
with one and another
 Look to peers for support
 Most successful in the workplace!!
CG Hylton Inc

18. 18
Any other teams you can
think of?
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19. Strengths of Teams
19
 Use team member’s strengths,
expertise and resources
 Member strengths may complement
others
 Diverse perspectives
CG Hylton Inc

20. Getting people from different
skill / expertise to form a
20 cohesive unit
 Any ideas?
CG Hylton Inc

21. Strengths of Teams
21
 Have support when need it
 Strength in numbers– when one or
members are fatigued another team
member can carry the torch
 Others?
CG Hylton Inc

22. Weaknesses of Teams
22
 Team and team members may
punish, shun or exclude outliers
 Group think–narrow focus and results
in uncritical analysis of options
 Scapegoating: singling out a single
member to place blame
CG Hylton Inc

23. Weaknesses of Teams
23
 Group Divisiveness: tendency for group to
lean towards extreme decisions
 Peer pressure: agreeing to decision
because of what other members of group
want
 Team members need to relinquish some
latitude and control over outcome and
process
CG Hylton Inc
 Others?

24. Communication
24
 Openly expressed ideas and
feelings
 All involved in participation and
leadership
 Resources of members are used to
the fullest
 Important to continually
communicate so that everyone
CG Hylton Inc

25. Communication
25
 Team goals are mutually
developed and clearly understood
by entire group
 Committed to achieving the goal
CG Hylton Inc

26. Team Cohesiveness
26
 Team cohesiveness and
effectiveness take time to develop
 Drawn to a common goal and all are
in pursuit of that goal
 The Railroad Model - a schematic
view of teams and their development
over time CG Hylton Inc

27. Introducing new members into a
team: how to ensure this
27
transition runs smoothly
CG Hylton Inc

28. Effective Teams
28
Have three core skills/activities:
1. Accomplishment of goals
2. Group maintenance
3. Develop and change to improve
effectiveness
CG Hylton Inc

29. 1. Accomplishment of Goals
29
 What are goals?
 Combination of members individual goals
 The main point as to why the group formed
 In a group make short term and long term goals
 Short term goals
 Writing, planning, parts of the project done by the end of
the week or end of the day
 Long term goals
 When to get major parts of the project done by
 When the project should be done by
CG Hylton Inc

30. 2. Group Maintenance
30
 Stop and check to make sure everyone is
understanding and doing okay
 Help other team members who are struggling
to finish
 Ask help when you need it, that’s what
teammates are for
CG Hylton Inc

31. 3. Develop and change to improve
31
effectiveness
 If some things are not working then go back to
the drawing board!
 Create a new action plan
 Voice any issues that arise
CG Hylton Inc

32. Efficient Teams
32
 An efficient team will result in:
 Reduced errors
 Building of strong relationships
 Promoting responsibility
 Facilitate accomplishment of a task
CG Hylton Inc

33. Decision Making
33
 Decision By Authority
 Efficient
when time is a crucial factor
 Often not effective for lack of all member’s
involvement
 Decision By Expert
 Expertwill know more about the problem
 Who is the expert?
 Team members may have experience and
knowledge
CG Hylton Inc

34. Decision Making
34
 Decision By Majority Vote
 Commonly used
 Efficient
 Decisions require commitment of all members
 Voting results in divisions of winners and losers
CG Hylton Inc

35. Decision Making
35
 Decision By Consensus
 Most effective
 Everyone agrees with the decision
 Requires each member to discuss opinions
 Requires careful listening and effective
communication
 Produces innovative and high quality decisions
CG Hylton Inc

36. HIGH
36
Q Command Consultation
U
Majority Rule
A
L
I
Minority Rule
T Chance
Y Consensus
LOW HIGH
COMMITMENT
CG Hylton Inc

37. Solving Team Conflict
37
CG Hylton Inc

38. Successful Teams
38
 Conflict
 Valued if managed constructively
 Promotes awareness of problems
 Encourages change
 Increases motivation
 Conflict Resolution
 Reduces underlying tension
 Promotes team unity
CG Hylton Inc

39. Giving Constructive Feedback
39
 Use “I” messages not YOU
ones
 Use the word confusion
 Restrict your feedback to
things you know for certain.
 Help people hear and accept
your compliments when giving
positive feedback.
CG Hylton Inc

40. Receiving Feedback
40
 Listen carefully.
 Ask questions for clarity.
 Acknowledge the feedback.
 Acknowledge the valid points.
 Take time to sort out what you
heard. CG Hylton Inc

41. Team Conflict Resolution
41
 Groups have to learn the requisite conflict-
resolution skills.
 Disagreements are to be encouraged and
accepted as a natural consequence of a
dynamic, active organization.
 Effective teams create a climate in which
people feel free to express their opinions
even when those opinions are at odds
with those of other team members.
CG Hylton Inc

42. ASPECTS OF CONFLICT CONSTRUCTIVE
 Opens up issues of
DESTRUCTIVE importance to clarify
 Diverts energy from more  Results in the solution s
important activities and
 Increases involvement of
issue.
individuals and internal
 Destroys the morale of cohesiveness.
people or reinforces poor
 Causes real communication
self- concepts.
to occur.
 Polarizes differences in
 Serves as a release for pent
values.
up emotion, anxiety and
 Deepens differences in stress.
values.
 Helps build cohesiveness
 Produces irresponsible among people sharing the
and regrettable behavior conflict, celebrating in its
such as name calling and settlement, and learning
fighting. CG Hylton Inceach other.
about 42

43. Stage 1 Forming the team
43
 Who is most important to starting the
team?
 What makes a good leader?
CG Hylton Inc

44. Team Roles - Leader
44
Encourages and maintains open communication
Leads by setting a good example
Motivates and inspires team members
Helps the team focus on the task
Facilitates problem solving and collaboration
Maintains healthy group dynamics
Encourages creativity and risk-taking
Recognizes and celebrates team member
contributions CG Hylton Inc

45. Other Team Member Roles
Initiator - Someone who suggests new ideas. One or more people can
45 have this role at a time.
Recorder - This person records whatever ideas a team member may
have. It is important that this person quote a team member
accurately and not "edit" or evaluate them.
Devil's Advocate/Skeptic - This is someone whose responsibility is to
look for potential flaws in an idea.
Optimist - This is someone who tries to maintain a positive frame of
mind and facilitates the search for solutions.
Timekeeper - Someone who tracks time spent on each portion of the
meeting.
Gate Keeper - This person works to ensure that each member gives
input on an issue. One strategy to do this is to ask everyone to
voice their opinion one at a time. Another is to cast votes.
Summarizer - Someone who summarizes a list of options.
CG Hylton Inc

46. Relevance to Teams (E/I)
46
 Extraverts
 Need to think aloud
 Great explainers
 May overwhelm others
 Introverts
 Need time to process
 Great concentration
 May not be heard
CG Hylton Inc

47. Stage 2: STORMING
47
During the Storming stage team members:
 realize that the task is more difficult than
they imagined
 have fluctuations in attitude about chances
of success
 may be resistant to the task
 have poor collaboration
CG Hylton Inc

48. Storming Diagnosis
48
 Do we have common goals and objectives?
 Do we agree on roles and responsibilities?
 Do our task, communication, and decision
systems work?
 Do we have adequate interpersonal skills?
CG Hylton Inc

49. Stage 3: NORMING
49
 During this stage members accept:
 their team
 team rules and procedures
 their roles in the team
 the individuality of fellow members
 Team members realize that they are not going
to crash-and-burn and start helping each
other.
CG Hylton Inc

50. Behaviors
50
 Competitive relationships become more
cooperative.
 There is a willingness to confront issues
and solve problems.
 Teams develop the ability to express
criticism constructively.
 There is a sense of team spirit.
CG Hylton Inc

51. Stage 4: PERFORMING
51
Team members have:
 gained insight into personal and team
processes
 a better understanding of each other’s
strengths and weaknesses
 gained the ability to prevent or work through
group conflict and resolve differences
 developed a close attachment to the team
CG Hylton Inc

52. Power struggles, politics and
slackers
52
CG Hylton Inc

53. Acceptable Standards for Team
53
Member Behaviour
 Norms and rules of behaviors that are
expected of group members are established
 Punctuality
 Work is done
 Participation
 Important that if members break the rules there
is corrective action / training
CG Hylton Inc

54. Establishing Acceptable Standards
54
for Behavior
 NO BULLYING!
 Bullying any co-worker on or off the workplace
is still an offense
 Creates low self-esteem and toxic work
environment
CG Hylton Inc

55. What is bullying
55
Repeated over time, eg a pattern. A
single incident will generally not
amount to workplace bullying
Unwelcome and unsolicited
Offensive, intimidating, humiliating,
undermining or threatening by a
reasonable person
CG Hylton Inc

56. Common Forms of Bullying
56
 Aggressive shouting,
banging, throwing
 Huffing, stomping, taking
over
 Exaggerating faults,
blaming, getting people
into trouble
 Public humiliation, set up
others to fail
 Inconsistent discipline,
arbitrary treatment
 Gossip & rumour
CG Hylton Inc

57. Verbal Abuse
57
 Put downs, humiliating jokes and comments, constant
teasing
 Yelling, name calling, swearing, snide remarks, sarcasm
 Unfair criticism
 Negative comments about someone’s sexual orientation
 Unwelcome comments about someone’s race, religion or
background
 Threats and intimidation
CG Hylton Inc

58. Non verbal abuse
58
 Rude gestures and disrespectful facial
expressions
 Unfair workloads
 Withholding of resources or information needed to
undertake work
 Unnecessary changes in work patterns or
conditions
 Denying access to rights or promotions
 Isolation and exclusion
 Stalking
 Displaying offensive material
 Leering
CG Hylton Inc

59. Physical Abuse
59
Unwelcome pranks, horse-play and practical
jokes
Invading personal space and stand over tactics
Uninvited touching or brushing against
someone
Pushing, shoving, hitting, tripping, spitting
Damage to personal property Inc
CG Hylton

60. Why People Use Bullying
Behaviours the past – habitual behavior
It has worked in
60
 They have learned to deal with problems that
way
 They fear change, guilt, personal responsibility,
their own incompetence, loss of some kind (job)
 They don’t realize it is not acceptable
 They wish to control others
 They are unprepared to accept responsibility for
themselves
 Lack skills to deal with conflict and
disagreement
 They have witnessed others using bullying
CG Hylton Inc
behaviours

61. Who can do the bullying?
61
 Any examples please?
CG Hylton Inc

62. Who does the bullying?
62
A manager or supervisor may bully a
subordinate
 An
employee may bully another
employee or manager
A group of employees may gang up on
another employee or group
CG Hylton Inc

63. Who does the bullying?
63
Very rarely a customer or client may
bully an employee
Targets are most likely to be women,
young people and those in precarious
or insecure employment, such as
casual employees or sub-contractors
CG Hylton Inc

64. Who does the bullying?
64
 Could there be bullying by
elected officials?
 By Elders?
 By government officials?
CG Hylton Inc

65. The Constant Critic
65
 Bullying Behaviour:
Condescending, they are right,
everything you do is wrong,
rude
 Bully’s Motivation: Insecurity or
arrogance
 Your Goal: Mutual respect
 Strategy: Be your own judge,
confront, acknowledge their
ideas, state yours,
depersonalize their remarks
CG Hylton Inc

66. The Two-Headed Snake
66
 Bullying Behaviour: Two faced,
backstabbing
 Bully’s Motivation: Power,
control, feedback
 Your Goal: Limit their ability to
hurt you
 Strategy: Depersonalize, build
your own reputation,
 Confront them regarding their
behaviour
CG Hylton Inc

67. The Screaming Mimi
67
 Bullying Behaviour: loud,
explosive temper
 Bullying Motivation: Fear
and/or control
 Your Goal: Dialogue
 Strategy: Depersonalize
it, look at it from their
perspective, active
listening/summarizing
their point of view, being
assertive and having
them listen.
CG Hylton Inc

68. The Sarcastic Bee
68
 Bullying Motivation:
Attention, power
 Bully’s Behaviour: Sarcastic
and mean humour
 Your Goal: Stop the
behaviour
 Strategy: Depersonalize,
confront them “I understand
that you are not meaning to
be hurtful, but it feels that
way to me” or “ You pushed
that too far and I am
uncomfortable. It may be
funny to you, but it isn’t
funny to me ” CG Hylton Inc

69. Effective Workplace Strategies
69
 Have a no-bullying policy and procedures in place
 Communicate consequences for bullying at work to
employees
 Provide bullying prevention training and information
to all employees
 Ensure supervisors and employees have essential
people management, stress management and
communication skills
CG Hylton Inc

70. Effective Workplace Strategies
70
 Set standards in a team: How will we be
respectful?
 Take reports of bullying seriously
 Investigate reports promptly
 Respond to investigations in-line with their
planned procedures
 Provide counselling, training and support to
bullies, targets and onlookers as needed
CG Hylton Inc

71. Individual Strategies
71
 Tell the person to stop.
 Confront the issue. Use problem solving to resolve
the issue
 Report it to your Supervisor/Manager or HR Manager
 Keep a record of: What happened, when it happened,
where it happened and who saw it.
 Respect yourself and remember that you deserve to
be treated with respect.
 Realize you are your own judge and determine what
you can learn from the situation
 Show respect for others.
 Be an advocate for respectful practices and treatment
of others
CG Hylton Inc

72. How to Confront an Issue
72
 State your view of the situation
 Describe what the action/ behaviour/ comment meant to you.
 Use the word I feel.... Not you made me ....
 Describe how it made you feel
 Clearly and concisely state what you want
 Try to understanding their point of view.
 Invite them to tell you their point of view
 Continue to honestly describe (avoiding blaming language)
your point of view and what you want.
 State clearly that you will not allow them to use language that
is disrespectful.
 Be prepared to stick to your “bottom line”
CG Hylton Inc

73. Why don’t people report bullying?
73
CG Hylton Inc

74. Why don’t people report
74
bullying?
 Failto recognize it even though they
feel bad
 Hold mistaken beliefs (it will go away)
 Feelembarrassed (Don’t know how to
ask for help)
CG Hylton Inc

75. Why don’t people report
75
bullying?
Are afraid of retaliation
Are afraid of losing their job
Think no one will believe them (your
word against mine)
CG Hylton Inc

76. Why don’t people report
76
bullying
 Cause the bully is a chameleon
 Plays up to the bosses, treats the
equals or subordinates abusively
CG Hylton Inc

77. Anyone have any idea of what the
77
responsibility of the employer is?
CG Hylton Inc

78. Employer Duty
78
 Create and maintain a safe
workplace for employees
 Guaranteed under provincial
workplace safety regulations
 Same with Federal laws
CG Hylton Inc

79. Is there more bullying in native or
79
non native organizations?
 Discussion?
CG Hylton Inc

80. Some possible reasons
80
 Residential schools
 History of your self esteem being
eroded
 Colonialism
 Other ideas?
CG Hylton Inc

81. Crab in a bucket
81
CG Hylton Inc

82. Bullying and Lateral Violence
82
 Lateral violence is a term that describes "a
form of bullying that includes gossip, shaming
and blaming others, backstabbing and attempts
to socially isolate others" [1].
 organised, harmful behaviours that we do to
each other collectively as part of an
oppressed group, within our families, within
our organisations and within our
communities".
CG Hylton Inc

83. Bullying and Lateral Violence
83
 "Lateral violence is the expression of rage and
anger, fear and terror that can only be safely
vented upon those closest to us when we are
being oppressed." In other words, people who are
victims of a situation of dominance turn on each
other instead of confronting the system that
oppresses them.
 Lateral violence is a worldwide occurrence with
all minorities and particularly Aboriginal peoples.
It is directed sideways ('lateral') meaning the
aggressors are your peers, often people in
powerless positions. It is your own (Aboriginal)
peers who bully you. CG Hylton Inc

84. Forms of Lateral Violence
84
 nonverbal innuendo (raising eyebrows, face-
making),
 bullying,
 verbal affront (overt/covert, snide remarks, lack of
openness, abrupt responses, gossiping),
 shaming,
 undermining activities (turning away, not being
available, social exclusion),
 withholding information,
 sabotage (deliberately setting up a negative
situation), CG Hylton Inc

85. Forms of Lateral Violence
85
 infighting (bickering, family feuds),
 Scapegoating,
 backstabbing (complaining to peers and not
confronting the individual),
 failure to respect privacy,
 broken confidences,
 organizational conflict,
 physical violence.
CG Hylton Inc

86. Thank you for the opportunity to
86
meet today!
Tel 800 449 5866
chris@hylton.ca
CG Hylton Inc