5.9 A checklist
A useful checklist for team leaders and managers is set out in Table 4.
| Action | Purpose |
|---|---|
| Create conditions for team effectiveness | The team has a clear mandate or purpose |
| The team structures itself to do the work efficiently | |
| Agree goals | Performance expectations and objectives/outputs are clear |
| Facilitate communication | Participation is monitored; those who are not participating are encouraged to do so |
| Different conversational and participation styles are encouraged | |
| There is active listening (the focus is on what is meant rather than how it is said) | |
| Influence is based on task-relevant knowledge and skills rather than external status and personal dominance | |
| Adopt a rigorous decision-making process | Sufficient time is spent identifying and framing the problem, task or project |
| Information and alternative solutions or methods are thoroughly examined | |
| Team members are aware of and happy with the decision-making process used | |
| Develop appropriate working methods | Constructive task conflict is encouraged and supported |
| Collaboration is encouraged | |
| The team is a ‘safe’ place to share information and ideas | |
| Reflection on team process is encouraged | |
| Mistakes are a source of learning | |
| Be sensitive to team diversity | Team members make an effort to understand and adapt to each other’s working styles |
| Team members understand how demographic differences such as culture and age might influence participation and influence | |
| The team has processes for utilising diversity | |
| Manage context | There is action to remove external barriers to the team’s effectiveness |
| There is action to provide the resources the team needs and to promote the team’s interests with key stakeholders. |
(Source: adapted from Hill and Farkas, 2001)