Troubleshooting
Are you facing a particularly difficult problem in your collaboration? We are glad to help.
We will start with uncovering whether you face a problem or tension. Problems are things that can be fixed for good. For instance, unclear role division, staff turnover of managers or organizational representatives, different attitudes among partners, language barriers, or cultural variations. For each of these problems, it is relatively easy to find a compromise that satisfies most partners. We're here to help you discover optimal solutions in individual or group sessions.
Tension, on the other hand, arises when you must satisfy two conflicting needs. You want partners to be accountable but also respect their independence. You need to contribute to joint goals without harming your own organization, and collaborate on a project while competing with the same firms outside of it. These tensions are normal in collaborations and need ongoing management. The good news? Once you learn to balance these needs, your collaboration becomes resilient. Together, we'll uncover underlying needs and explore strategies that maintain the quality of output and team spirit.
Or email us at info@r2p.solutions
Can I do it myself?
It depends on whether you've tried to address the issue before. If previous attempts to address team challenges independently have fallen short, it will definitely benefit you to hire someone to facilitate the process. The unbiased perspective will ease any lingering concerns from past setbacks, enabling team members to share their concerns confidentially without exacerbating interpersonal dynamics.
If it is a rather recent problem, and you have not discussed it with your team yet, we suggest that you do so first. Your colleagues know the situation much better than any external consultant ever would, and there is a chance that they have already given thought to this problem and might have some suggestions. To make the most of the discussion, you can use the GRPI model. "GRPI" stands for Goals, Roles, Processes, and Interpersonal Relationships, and it was introduced by Richard Beckhard in 1972. You can structure your meeting around the following points:
1. Goals:
Define the Problem in Terms of Goals: Clearly articulate how the issue is impacting the team's ability to achieve its goals.
Reassess and Clarify Goals: Confirm that everyone on the team is aligned with the overarching goals and understands their individual roles in achieving them.
2. Roles:
Identify Role Expectations: Ensure that team members understand their roles and responsibilities.
Clarify Expectations: Address any role-related issues contributing to the problem, and clarify expectations for each team member.
3. Processes:
Examine Team Processes: Evaluate the processes in place and identify any bottlenecks or inefficiencies.
Discuss and Improve Processes: Engage the team in a discussion about how to streamline processes and make improvements.
4. Interpersonal Relationships:
Assess Team Dynamics: Evaluate how interpersonal relationships within the team may be contributing to the problem.
Encourage Open Communication: Foster an environment where team members feel comfortable communicating with each other.
It is a best practice to inform your team members in advance about a discussion that involves addressing a problem or potential challenges. This helps create a sense of transparency, allows them to mentally prepare, and ensures a more productive conversation. Before the meeting, take your time to answer these questions for yourself to make the most of the discussion.
Would you prefer to delegate this delicate task? We would be delighted to take care of it for you. Book a free intake session below to provide more details about the problem at hand, and we will organize a Group session with your team.
Or email us at info@r2p.solutions
.