Fuzzy shapes.
Audience: This article is aimed at all those responsible for the health and direction of teams within organisations. It is a low-technical read.
In this 500(ish) words or less…
We examine some practical ways to bridge the gaps (fuzzy shapes) in team dynamics, building trust and rapport with colleagues for better outcomes.
Moving up through the ranks in UX (or in any career) is both parts exhilarating and overwhelming at the same time. The processes and delivery outputs you’re used to as a practitioner or IC suddenly change their shape into something more fuzzy. Where you once designed and shipped products or owned research, that responsibility may now sit with others. Now, you are accountable for people and culture. Can your design, research & strategy skills help you? Absolutely, yes! but having a people-Ops playbook in your back pocket will make you a more effective leader. Adding some practical theory and easy-to-apply behavioural activities can put you and your team at ease and help you get the footing you need to be the people leader your organisation needs.
The following 3 examples are from my own experience and are by no means exhaustive or prescriptive, but may prove useful in your own practice if you’re a manager, leader or anyone responsible for people and culture. They’re driven from applied psychology and behavioural science, and I’ve kept them simple with practical activities to think about.
1. Critical group reflection
This involves enabling teams to actively reflect on their decisions, impact and process without blame. This isn’t about picking holes (e.g. why didn’t x ship y on time) this is about retrospection and reflection for future improvements. Some delivery methodologies like agile, promote this(ish), but in my experience those working outside “formal” process are not often engaged or enabled in reflective or retrospective practice.
💡 How can I do this?
The what? so what? now what? model is a great way to host in-person or remotely with your favourite collaboration tool
2. Understanding personality in relation to team dynamics
This is not just about understanding or accepting that there are diverse personalities in your team, this should also be about how you as a leader facilitate such diversity to foster new ideas and output, ultimately enabling others. Recent research highlights the need for practical, compassionate approaches that facilitate ways to deal with conflict, communication and delivery effectiveness if personality traits are impacting team dynamics. Early-career leaders should spend time especially learning about personality and group dynamic research, it’s worth the investment 🙂.
💡 How can I do this?
One of my favourite ever tools is stinky fish as a way for promoting honesty, transparency and safety within a developing group with diverse personalities and to understand/establish team or group dynamic
3. Psychological capital
This is about providing tools so that you and your team can succeed, psychological capital or “PsyCap” includes 4 main areas including hope, efficacy, resilience and optimism. Numerous studies have described the positive impact of PsyCap including higher job performance, satisfaction and engagement as well as the impact that you as a leader can have when you yourself have “high” psychological capital. Never ever (ever) underestimate the impact your own hope and optimism have on your team.
💡 How can I do this?
Ikigai workshops are a great way to help your team or peers reflect on their purpose and therefore their hope and optimism. These areas in my experience are seldom explored, but may allow for authentic motivation intrinsically and extrinsically if used correctly, which is always a win for teams (and life in general)
Reflection 🤔
Moving up the career ladder into leadership roles within UX, or any field, offers a blend of excitement and apprehension and a shift in behavioural thinking. Moving from being a practitioner or individual contributor to overseeing teams or functions requires a nuanced understanding of human behaviour and group dynamics, topics worth investing in to ensure the success of a team’s professional and mental well-being in the work environment.
To think about from this 500 words:
Critical Group Reflection: Facilitate group reflection(s) that emphasise learning and growth rather than blame. Utilise techniques like the "what? so what? now what?" model to encourage a constructive approach to retrospection and growth.
Understanding Personality in Team Dynamics: Leverage psychological theories to deepen your comprehension of diverse personalities within your team. Implement tools such as "Stinky Fish" to foster a safe environment for transparent communication and understanding, thus enhancing team synergy. People deeply appreciate authentic openness.
Psychological Capital: Promote practical psychological capital leadership and activities among your team members through interventions focused on hope, efficacy, resilience, and optimism. Use techniques like Ikigai workshops to instill a sense of purpose and intrinsic motivation, fostering resilience in the face of challenges.
Transparent Communication Channels: Incorporate mechanisms such as regular check-ins and (anonymous) feedback platforms to ensure all voices are heard and valued, use this feedback to actively address and support individuals who may need support and guidance.
Continuous Learning and Development: Provide tailored opportunities for skill enhancement and career growth, aligning individual aspirations with organisational objectives (a win for everyone), look for ways to help people grow within your team and help others, improving the overall dynamic.
What are 500 words or less?
Short-form pieces around behavioural science, digital transformation, applied research, data-science, business and domain specific UX interests from the brain of Haydyn Phillips. Ideas are distilled, reduced and challenged in as few words as possible, therefore full concepts may not be articulated as comprehensively as some wish.
Often I’ll provide data supported by relevant literature. However, this may be erroneous, out of date or de-bunked, so please take the time to do your own investigations if you’re so inclined. I don’t write politically, culturally or organisationally divisive or critical narratives, I aim to educate, interrogate and provide perspectives to help people think critically about their career and behaviours in digital and beyond.
None of this is medical, legal or professional advice. Out of respect, this information is purely my opinion based on experience and does not necessarily represent the views of the company I work for or other institutions I am affiliated with.
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