Building Team Resilience: Crafting Agreements with the Turner Model and Navigating Behavioural Norms
In the realm of team dynamics, the foundational agreements that teams establish among themselves can significantly influence their success and resilience. The Turner model, a pivotal framework for creating shared outcomes, emphasizes the power of clear, mutual agreements in steering teams toward high performance. In this post, I'll delve into how integrating the Turner model with an understanding of above-the-line and below-the-line behaviors can empower teams to not only survive but thrive in challenging environments.
The Turner Model: A Foundation for Collaboration
The Turner model provides a structured approach to forming agreements that align team members with shared goals and expectations. By defining clear roles, responsibilities, and outcomes, teams can create a cohesive framework that supports transparency and accountability. This model is particularly effective in ensuring that all team members are not just contributors but also committed stakeholders in the team’s success.
Above the Line and Below the Line: Setting Behavioral Standards
Understanding and defining 'above the line' and 'below the line' behaviors is crucial in maintaining a positive team environment. Above the line behaviors are characterized by actions that are open, curious, and committed to learning—traits that foster trust and open communication. These include proactive communication, respectful feedback, and collaborative problem-solving.
Conversely, below the line behaviors often resemble the "Four Horsemen of the Apocalypse," as described by psychologist John Gottman. These behaviors—criticism, contempt, defensiveness, and stonewalling—can devastate team morale and effectiveness. Identifying and addressing these behaviors early in team interactions is essential to prevent them from undermining team cohesion.
The 5:1 Ratio: Building Social Capital
A key strategy in sustaining positive team dynamics is maintaining a 5:1 ratio of positive (above the line) to negative (below the line) interactions. This ratio isn't just a guideline but a goal that teams should strive to exceed to build and maintain social capital—the goodwill and mutual trust that teams need to weather challenges and conflicts effectively.
By consistently investing in positive interactions, teams create a "behavioral bank" of social capital that can be drawn upon in times of stress or disagreement. This reserve of goodwill ensures that when difficulties arise, the team is resilient enough to handle them without fracturing.
Practical Application: A Half-Day Workshop
Recently, I conducted a half-day workshop applying these techniques with a team eager to enhance their communication and collaboration skills. After the workshop, during a review with the team leaders, they noted a significant improvement: team members were much more aware of their below-the-line behaviors and took proactive steps to correct these behaviors themselves. This self-awareness and willingness to adjust are crucial for long-term team success and cohesion.
Implementing the Turner Model and Behavioral Norms
Contracting for Success: I start by using the Turner model to facilitate a contracting session where all team members can voice their expectations and concerns. This session should result in clear, documented agreements on team goals, roles, and norms.
Regular Check-Ins: I implement regular check-ins to review these agreements and the health of team dynamics. These check-ins provide an opportunity to reaffirm commitments or realign expectations, ensuring the team remains on track and cohesive.
Feedback and Adjustment: I encourage continuous feedback and am prepared to adjust behaviors and strategies. I foster an environment where constructive feedback is valued over criticism, and where learning from mistakes is seen as a pathway to improvement.
Celebrate Successes: I recognize and celebrate examples of above-the-line behaviors. Highlighting these instances reinforces positive actions and motivates the team to continue engaging in behaviors that strengthen their collective efficacy.
Conclusion
Creating a high-performing team is an ongoing process that requires careful attention to the frameworks and behaviors that underpin team interactions. By applying the Turner model and consciously fostering a culture dominated by above-the-line behaviors, teams can build a foundation of resilience and adaptability that will empower them to meet any challenge with confidence and unity.
Ready to transform your team dynamics?
Contact me today to schedule a workshop or coaching session that tailors the Turner model to your team’s needs. Let’s create an environment where your team can thrive and achieve its highest potential.