Flow Charts, Calendars, and Divisions of Responsibility

Argerey Stapakis
Purpose: The purpose of this meeting is to allow the team to establish their uniting goal
themselves while also understanding what it is as individuals they can contribute to this common
goal. A timeline leading up to the presentation along with presentation responsibilities will be
founded and agreed upon. Essentially, this game-plan will serve as an aid in ending the hostility
and friction currently seen among the group.
Context: Currently, the way the group dynamic works is that it does not. While the older woman
has tried to establish herself as the alpha of the group, she is perceived as both hostile and
demanding. In the past, whenever she has tried to organize some sort of efficiency, the group has
chosen not to listen and continue to do things their own way. Without an essential leader,
especially since the boss is never around, the group has lost its sense of unity and mutual respect
for both each other and the place they work. Particularly with the newest edition to the team, a
college dropout at that, there is no agreement regarding this next project that has just been
introduced to the team via email from the boss. Most of the group has not yet even read the 30page attachment released by the lab that explains in explicit detail the product they must present
to investors in a month.
Materials Needed: paper representation of how the product works, large piece of construction
paper for brainstorming game-plan, blank month long calendars for each team member
Method: After closely analyzing the group for a week, you decide to say something during the
start of the second weekly meeting. You stand up and let the group know that although you are
new, you have noticed some consistencies in the past week. You emphasize that if you make a
point that others feel is false or and incorrect representation of the current workplace
environment, then he or she affected is encouraged to raise their hand that explain where they
disagree. The last thing you want to do is offend the peers that already are weary of giving you
their respect. You politely ask the group for 10 minutes of their time and to close their laptops at
this time.
You start off by coming to a common understanding of what the task at hand is. By
establishing this goal among the group, the expectations are plainly set and the option is put on
the table to leave if that is in the best interest of the person. You go on to ask a member of the
group what they think the goal of the project is. After coming to a conclusive assumption you ask
the man who usually sketches in the meetings to come to the front of the group and articulate this
goal in a few words or less inside a circle in the middle of the paper. You ask him if he can draw
on this paper for a few minutes since you have noticed that he is quite the drawer. You then ask
how the group will arrive at this goal. Responses such as the different tasks needed to make this
goal a reality are drawn on the large piece of paper. You ask the negative man who usually
crosses his arms what he thinks could be one of the problems of this goal. In other words, what
does the foresee being one of the largest obstacles to achieving this goal and how he thinks this
could this be overcome.
You then give the group a brief overview of what the product is, in very simple terms
with a diagram you have brought with you. After checking for understanding, you ask the girl
genius, who speaks with a valley girl accent, if she can thinks that she can make a computer

model of the prototype of the product since you have seen some of her work and think that her
talents can be best put towards devising this model for the investors. You ask the group why they
think that reading the 30-page report might be essential to being successful in achieving the goal;
this is recorded on the piece of paper. The older woman, who has been with companies similar to
this startup, is then asked what kind of questions she has found the most difficult in the past
during her previous presentations. You encourage the older woman to present since you believe
she has great leadership and management skills. The man currently drawing if he would be able
to work on snapshots (10) of the product being used in the public. It is essential to continue to
check in with both the young man who silently sits with his arms crossed and ask him for his
opinion in order to keep him engaged. He is asked to collaborate with the older woman in
creating a prezi presentation for the investors. You ask the group how they feel about using a
prezi presentation, sketch drawing, and computer model combination for the presentation. By
now, the visual representation should be filled and each person should be assigned a certain
amount of tasks. Every time a person agrees to taking on a task, they are asked to walk to the
front of the room and sign the paper, signifying their commitment to the task.
Each person on the team is then given a calendar where they are asked to map out their
timeline to achieving their own personal piece of the goal. You emphasize that the only person
who knows each others schedule the best is his or herself. Therefore, as long as progress and
ultimate achievement is reached, they are free to do it whatever fashion he or she wishes. You
then suggest regular, daily meetings at 10 am (work begins at 9 am) that are 20-30 minutes that
give each team member a chance to report to the group (a) what they have accomplished since
the last meeting (b) what they plan on accomplishing for the next meeting (c) how they plan on
accomplishing this (d) any questions or feedback they are requesting from the group. These
meetings, you believe, will not only increase personal accountability but will also keep the group
engaged in what each other is doing.
You conclude by restating that although you may be a college dropout and young gun
in the company that you firmly believe in this product and feel that the team you have been
placed with is both gifted and able to teach you more than you would have been able to in
college. You encourage them to share with you where they think you can improve and that you
have faith that this goal can be accomplished if everyone contributes their part.
Results: Overall, my group enjoyed how inclusive I was. They appreciated the is this feasible
questions as they checked in with the individuals ability to manage their own work. I received
positive feedback about the fact that I did not dismiss anyones ideas and that I built upon
content that was brought up previously. It was brought up that my approach was slightly too
straightforward and took on a strong stance especially when trying to bring the group dynamic
together. This feedback was great to hear as it made me realize that maybe next time I could
soften or palliate my tone. I believe if I had managed my time better, most of this hostility would
have disappeared. My ability to take charge of the group might have been a bold choice but in
retrospect seemed to convey the information for the task at hand.