- We don’t blame. We focus on improving the process.
- We encourage differing opinions and control our emotions as we maturely seek to understand differing perspectives.
- If we have a conflict with the way a person is acting, we first approach them in private, then bring in a mediator if needed.
- We don’t say anything behind anyone’s back that we wouldn’t say with him or her in the room – with the same intonations and sensitivity to feelings. Derogatory name-calling is not acceptable – ever. Not even in jest.
- We word things in ways that are sensitive to peoples’ feelings. And conversely, we give each other the benefit of the doubt, and try not to be oversensitive – especially with easily-misinterpreted written communications.
- When we design processes, we consider the human impacts of our proposed changes, and do everything we can to:
- Ensure that any changed roles are designed with consideration for the people that will perform the new roles
- Suggest training programs to make transitions easier.
- Involve all affected stakeholders with open two-way communications.
- We arrive to meetings on time or early – and silence our devices.
- When we lead a meeting, we distribute a written agenda – 4 topics max, so everyone can come prepared, and we get more done faster in less than 30 minutes.
- We listen to each other without interrupting.
- We are concise when we speak – encouraging others to participate – without dominating conversations with long-winde monologs that cause others to “tune out”.
- We focus our attention on appropriate topics, and do not allow ourselves to wander into off-subject topics.
- Any time, anyone can request a “process check” to ensure that our progress is moving in an appropriate direction.
- When we promise to complete an assignment, we complete it on schedule.
- We don’t say yes to assignments that we don’t believe we can complete on schedule.
- When we see that we might miss a deadline, or encounter unexpected complications, we bring it to the attention of our project leader as soon as possible so that we can adjust our collective plans.
- We make most major decisions by consensus. Definition of “consensus” = every group member feels that:
- you have been truly listened to and understood (even if not agreed with)
- your ideas have been fairly considered and evaluated
- you can live with the group’s preferred decision – even though it might not be your top choice.
- We agree that the following decisions always require team approval:
- Expenditure of money beyond petty cash for routine activities or pre-approved projects
- Itemise additional decisions that require group approval.
