Page 59 - An Indispensible Resource for Being a Credible Activist

former company? How might I help them by also saying what I know on the record
to a trusted authority?
What does my religious tradition or understanding of professional ethics tell me
I am responsible for doing in this situation?
Do I have documentation and/or any other kind of proof for what I believe is
wrongdoing happening at the company?

SAMPLE TEAM-BUILDING EXERCISE

Bruce Tuckman’s Group Formation Theory: Forming/Storming/Norming/Performing/
Transforming 3
Characterized by:

Forming. Learning about each other as people and professionals
Storming. Misunderstandings, competition, defining roles, defining protocols, experi-
menting with processes and procedures, defining values
Norming. Accepting roles and personalities, lack of competition, more cooperation,
fewer misunderstandings
Performing. A well-oiled machine, personalities responsive to feedback, strong perform-
ance in roles, excellent cooperation, strong productivity, corporate culture established
Transforming. Innovation, risk-taking, learning organization culture, open systems, sound
conflict resolution as part of culture, high emotional intelligence skills of employees,
employee relations and compliance high priorities so the BUSINESS can be focused on

1. Joking
The Line:
Watch EEO boundaries.
Avoid mean-spirited ridicule or any form of bullying.
If someone lets you know not to tease about something, don’t.

2. Conflict Resolution
Conflict communication, interactions, and resolutions are generally characterized
by AEIOU:
A Attacking—Yelling, sarcasm, name-calling, passive-aggression.
E Evading—Avoidance (warranted and useful if serving as a cooling-off period;
otherwise not).
I Informing—“I” statements, sharing information, communicating openly and willingly.

42 The H R Toolkit