Collaboration/Conflict Management

Collaboration/ Conflict Mgt.	Knowledge	Comprehension	Application	Analysis	Synthesis	Evaluation	Valuation/Affective
Team Development: Basic principles of group development and interpersonal dynamics	- Defines stages of team development and the sequence in which they occur	- Recognizes distinctions between stages in team development - Identifies specific behaviors and skills that support team effectiveness	- Determines a teams current state of development	- Distinguishes effective team process relative to ineffective team process	- Formulates plans for helping a team develop from one stage to the next	- Accurately evaluates a teams current state of development and prescribe plans for enhancing effectiveness
Interpersonal style: Recognizing and capitalizing on differences in style and perspective	- Recognizes differences in interpersonal style	- Describes how differences in interpersonal style impact team behavior and performance	- Modifies his/her own style to accommodate needs of others	- Can compare and contrast differences in team members interpersonal styles	- Capitalizes on individual differences in style and perspective to improve team performance	- Evaluates the pros and cons of different style types relative to team performance	- Respects differences in style, culture, experience or knowledge
Conflict Management: Principles of problem-based Conflict mgt.	- Defines principles of constructive conflict management (win-win; issues versus positions; objective criteria; interest based negotiation)	- Describes how to use principles of constructive conflict management	- Applies principles of constructive conflict management to interactions with others	- Identifies underlying issues associated with conflicting positions	- Effectively constructs solutions that integrate seemingly contrary positions	- Evaluates conflict outcomes against objective criteria	- Remains nonjudgmental when disagreeing with others - Values alternative perspectives - Maintains a neutral perspective when resolving differences between others
Participation: Understanding of and willingness to be fully involved in team efforts	- Can define what participation means in a team setting	- Describes what one must to participate fully in team projects	- Shares responsibilities with other team members - Demonstrates commitment to team goals - Supports other team members in their assigned roles - Is flexible and responsive to others needs		- Helps team create plans for ensuring/improving participation - Encourages involvement from others		- Is cooperative and open with others - Enjoys interacting with others to complete work - Views problems as team issues not as things that affect only one or two people

Team Communication	Knowledge	Comprehension	Application	Analysis	Synthesis	Evaluation	Valuation/Affective
Active Listening: Conveying understanding and using listening skills to move a conversation forward		- Describes active listening and its role in team effectiveness	- Restates what has been said to show understanding - Asks open-ended questions in order to encourage discussion - Summarizes main points of discussions before moving on to other topics - Asks questions to clarify misunderstandings - Conveys understanding of others perspectives	- Identifies relationships between actively listening and team performance	- Uses active listening skills to enhance knowledge and develop better understanding (e.g. to clarify design requirements)	-Accurately assesses own/others ability to listen actively	- Is sensitive to other team members feelings and personal interests - Listens attentively to others without interrupting - Conveys interest in what others are saying
Feedback: Giving and receiving constructive criticism		- Understands principles of constructive feedback	- Gives specific and constructive feedback to other team members - Appropriately balances negative comments with positive ones - Solicits feedback from others -Avoids judgmental language or cheap shots when giving feedback	- Identifies relationships between active listening and team performance	- Incorporates feedback from others into revisions/ improvements	- Accurately assesses own/others ability to give receive/ feedback	- Is receptive to feedback and criticism from others - Is sensitive to others reactions to feedback/ criticism

Team Communication	Knowledge	Comprehension	Application	Analysis	Synthesis	Evaluation	Valuation/Affective
Influencing others: Persuading others through well reasoned use of facts and clear conveyance of ideas		- Understands principles of how to influence others	- Articulates ideas clearly and concisely - Uses specific examples to make points and convey ideas - Persuades others to adopt his/her point of view		- Develops plans and presentations that influence others	- Accurately assesses own/others ability to influence others	- Is comfortable expressing alternative points of view
Sharing Information: Providing and reviewing information in a timely manner		- Describes important ways of sharing information in a team setting	- Shares information with others on the team - Provides information on time	-Differentiates between useful and unnecessary information	- Combines different kinds/sources of information to create solutions or new ideas		Is open to new information and ideas

Team Decision-making	Knowledge	Comprehension	Application	Analysis	Synthesis	Evaluation	Valuation/Affective
Defining a Problem: Identifying and articulating the problem to be solved	- Defines specific steps in the decision-making process	- Describes steps in decision-making process and how they relate to one another	- Applies a systematic decision-making process to solving problems	- Collects data to pinpoint problems - Analyzes problems objectively - Tests assumptions underlying ideas, positions or statements	- Recognizes interrelationships among problems and issues
Innovation and idea generation: Generating creative and viable solutions	- Defines innovation and idea generation	- Describes how innovation and idea generation are distinct and how they are similar -Understands tools and techniques for generating ideas	- Uses brainstorming and other idea generation techniques - Participates in the development of ideas		- Builds upon others ideas - Integrates information and ideas from varied sources to create new solutions		- Conveys openness to new ideas - Is comfortable dealing with open-ended problems - Encourages "out of the box" thinking - Supports the ideas and viewpoints of others

Team Decision-making	Knowledge	Comprehension	Application	Analysis	Synthesis	Evaluation	Valuation/Affective
Judgment / Using facts: Reaching conclusions based upon clear analysis of facts and ideas	Recognizes tools and techniques for making judgements	Accurately describes how to use techniques for making judgments (fishbone, narrowing, histograms)	- Makes decisions based upon facts rather than "gut-feel" or intuition -Discourages team members from rushing to conclusions - Presses team members for facts to support decisions	- Establishes objective criteria against which to evaluate alternatives -Accurately analyzes trends and patterns in order to reach conclusions	- Seeks solutions that satisfy multiple criteria	- Evaluates alternatives in relation to objective criteria
Reaching Consensus: Ensuring buy-in and commitment to decisions reached	- Defines consensus-based decision-making	- Distinguishes consensus-based decision-making from other forms of decision-making	- Seeks buy-in from all team members before finalizing decisions -Polls team members for their opinions -Listens to the opinions and feelings of other team members - Does not pressure others into accepting decisions -Accurately determines when to use consensus decision-making and when not to	- Considers alternatives from several points of view	- Alters solutions so that all can support it	-Employs a devil’s advocate to evaluate pros and cons of alternatives	- Is sensitive to others body language and or other non-verbal signs of agreement/disagreement

Self-Management	Knowledge	Comprehension	Application	Analysis	Synthesis	Evaluation	Valuation/Affective
Establishing directions and standards: Helping create plans and structure for the team		Describes how to use planning tools (e.g. goal setting, Gantt charts)	- Establishes task priorities - Clearly states expectations regarding performance - Keeps the team focused - Records milestones and accomplishments	- Helps clarify conflicts regarding roles and responsibilities - Reconciles conflicting priorities	- Formulates action plans and timetables - Creates strategies and plans of action	- Evaluates team performance (task) relative to objectives	- Celebrates team and individual accomplishments - Is comfortable attending to several issues at the same time
Managing meetings: Using principles of effective team meetings	- Defines a Working Agreement	- Describes the components of an effective team meeting	- Discourages side-conversations and or getting off track during discussions - Helps manage time during meetings - Assists in note taking / recording meeting minutes	- Helps monitor meeting progress and effectiveness	- Helps team develop a working agreement	- Evaluates team performance (process) relative to its working agreement
Personal conduct: Demonstrating personal responsibility to the team and respect for team members		- Understands what one must do to be effective in a team setting	- Follows through on commitments - Is prompt for meetings and appointments - Does not criticize others behind their backs - Is flexible and adapts to demands of situations and constraints - Maintains an appropriate balance between listening and speaking	- Differentiates between team membership and team leadership	- Knows when to assume a leadership role and when to let others assume that role		- Supports shared leadership amongst team members -Treats others with courtesy and respect - Conveys enthusiasm and support for others, especially when the team is under stress - Does not "point fingers" or blame others when things go wrong - Shares accountability for team results