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TEAMWORK
Please
note: This competency profile will be revised to be consistent
with the Alberta
public service competency model.
COMPETENCY
DESCRIPTION
Below
is a description of the competency as well
as behaviours typically demonstrated by high performers
in each classification.
Teamwork: Working
cooperatively and productively with
others to achieve results.
Behaviours:
|
Administrative
Support
|
Professional
|
Managers
|
Executive
Managers
|
| Actively
participates on team. |
Encourages
and involves other team members. |
Facilitates
effective outcomes. |
Resolves
conflicts within the team. |
| Contributes
positively by sharing information and listening and
accepting others' points of view. Able to give
and receive constructive criticism. Shares the
workload with others. Maintains a positive outlook
and shows flexibility to new approaches and ideas. Demonstrates
a believe in the team concept. |
Solicits
ideas and opinions to help form specific decisions
or plans. Demonstrates that he or she genuinely
values others' input and expertise and is willing to
learn from others. Positively influences the
way the team works together. |
Facilitates
and influences positive outcomes that focus on organizational
goals. Balances self and team interests to meet
collective goals. |
Recognizes
conflicts that arise within the team and acts to bring
these out into the open. Assists in mediating
between team members to resolve conflicts. |
ASSESSING
YOUR TEAMWORK SKILLS
The
Learning
and Development Toolkit on the Personnel Administration
Office website has a
self-assessment tool you may find helpful.
DEVELOPING
COMPETENCE IN TEAMWORK
- TIPS FOR STAFF
| Behaviour |
Ideas
for On-the-Job Competency Development
|
| Actively
participates on team. |
- After
a team meeting, assess your contribution by answering
the following questions.
- What
did I contribute?
- What
would have happened if I hadn't been there?
- What
was the effect of my participation?
- From
the answers to these questions determine if you
need to take more responsibility for the team,
need to delegate more or need to change how you
act toward team members.
- Organize
an informal team get together (e.g. coffee).
- Ask
for feedback on your group work performance explore
how you felt as feedback was given and practice
giving feedback to others.
- For
each team project, write down why the work is
being done in a team. What are the benefits
of the team approach? How can you effect
those benefits.
|
| Encourages
and involves other team members. |
- Make
a point to recognize someone's work at each meeting
(this is not formal recognition, just a thank
you or a compliment).
- Make
sure you verbally support the team decision once
it is made, especially if you had voiced concerns
about it.
- At
the beginning of a project, facilitate a discussion
about the individual roles and responsibilities
each team member has. Mention special talents
and experiences that team members bring to the
group.
- Pay
attention to your responses when others are sharing
new ideas. How often do you congratulate
them? How often do you point out shortfalls
in their ideas? Make a conscious effort
to look at positives of each new idea or approach.
|
| Facilitates
effective outcomes. |
- After
a team meeting where a decision has been made,
evaluate your decision making style. Do
you solicit others' input enough? Look
for ways that you can become more participative
in your approach.
- Develop
and maintain a work plan for your team.
|
| Resolves
conflict within the team. |
- Recognize
signals that you or other team members are disagreeing
e.g. closed body posture, withdrawing). Ask
open-ended questions to get to the real issue
and work for a compromise.
- After
a disagreement, write down what took place. Compare
the initial positions with the result and analyze
to what extent both sides compromised and to
what extent both sides won.
- Determine
the cause for each conflict. Is it resources
or philosophies? Ask team members to confirm
your analyses, then talk constructively about
possible outcomes. Write down these conflict-resolving
steps, memorize them and use them when conflict
emerges.
- Wait
until the person is finished speaking.
- Restate
the main points of the team member's point of
view.
- Ask
the team member to verify and clarify your restatement.
- Then,
and only then, state the points you disagree
with or allow another team member to do the same.
- Seek
out a manager or co-worker who has effective
conflict resolution skills and ask them to coach
you or give you feedback.
- Coach
a team member on conflict resolution. Allow
time for role-playing and practice.
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DEVELOPING
COMPETENCE IN TEAMWORK
- TIPS FOR SUPERVISORS
| Type
of Support |
Ideas
for
Developing Staff
|
| Coaching |
- Encourage
employees to consider the impact of their participation
in team activities, e.g., their contribution,
its impact, what they would do differently next
time.
- Ask
employees to identify the benefits of approaching
certain tasks through a team approach.
- At
the beginning of a team project, ensure everyone
understands their role and expected contribution.
- Review
team work plans regularly with the team.
- Be
available to coach team members on conflict resolution.
|
| Development |
- Assign
employees to work on various teams, and to seek
feedback on their performance on those teams.
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| Recognition |
- Recognize
employees for their contribution to the team.
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PREPARING
FOR AN INTERVIEW
- POSSIBLE QUESTIONS
-
Describe
a situation in which you were a member of a team. What
did you do to positively contribute to it?
-
Describe
a situation in which you were a member (not a leader)
of a team, and a conflict arose within the team. What
did you do to help resolve the situation?
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