Page 237 - Effective group discussion theory and practice by Adams, Katherine H. Brilhart, John K. Galanes, Gloria J

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members, which then leads to better sharing of information and improved creativity.
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Here are some specific recommendations for leaders:
1. Plan some fun for the group.
Fun could be a party, snacks before a meeting, a celebration when a major task
is completed, happy hour after work, and so forth. Relax and allow digressions,
which can relieve secondary tension. Let the group chain out fantasies that
enrich its climate and contribute to establishing shared beliefs and values. If this
is hard for you, enlist the help of members who are good at it. One group leader
we know brought an ice cream cart into her team’s offices to thank them for
reaching an important sales goal.
2. Promote the group.
As one of our friends said, “If the team leader isn’t the team’s biggest fan, who
is?” It’s the leader’s unique responsibility to make sure that the group is known
within the organization for its good work. Let people in the organization,
particularly higher-ups, know when the team has accomplished something
valuable for the organization, make team members’ accomplishments visible to
others, and talk about the successes of the group.
3. Share all rewards with the group.
Leaders often receive praise from authority figures for work the group has done.
Wise leaders give credit to the group.
4. Get group input and buy-in about promoting teamwork.
Ask team members to recall the best group they’ve ever been part of, and to
identify the behaviors that contributed to that team feeling. Ask them to suggest
how that feeling can be recreated in the present group. Their suggestions
provide guidelines and norms for the group, with the added advantage that they
came from the members themselves.
5. Confront members whose behavior is hurting the team.
One of the worst things you can do is ignore individualistic, selfish behavior that
hurts the team. It will not go away on its own, and you must address it
constructively. Talk to the member privately first, focusing on the behavior that
you believe is problematic. Say, “Roger, when you read your texts while others
are talking, we interpret your behavior as lack of interest in the team,” not “You
jerk! What do you think you’re doing, ignoring what people are saying?”
Sometimes, two members just don’t like each other and let their personal
feelings erupt in team meetings. In such cases, you may have to have what a
friend of ours calls a “Come to Jesus” meeting with them. This friend told two
warring women on her team that she wanted them to act with respect and
friendliness toward each other in the team meetings, even if they had to fake it.
They stopped the offending, harmful behavior because they wanted to stay on
her team, but they never came to like one another. You do not have to like
someone to work well with him or her.
6. Keep arguments focused on facts and issues, not personalities.
Step in at once if any member starts an attack on another’s personality,
ethnicity, or character. However, recognize also that members may have strong

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