During this meeting, you will guide the group through a series of questions that examine everyone`s preferences and expectations. Then you work together to establish your team agreement. We can avoid some of the fundamental misunderstandings by establishing a team agreement: a fundamental set of expectations for cooperation. A team agreement describes the type of information we share, how we communicate with each other, and how we know what we`re doing with each other. Phil Montaro of The Anywhere Office presented a guideline on a team agreement called ICC Workflow. This process divides work into three categories: information, communication and cooperation. The idea is for the team to define the information they need for the projects they are working on, the communication protocols needed to do their job, and the tools they need so everyone knows what the other is working on. So, team agreements. In many of the interviews I do with remote teams, I hear that basic policy development helps reduce misunderstandings. Through my workshops, I learn that very few companies have team agreements. So I wanted to talk a little bit about the process and the experience of the Happy Melly team, which is completely isolated, in the hope that they will show how to establish a team agreement and what the process might look like for you. Phil Montaro from the Anywhere office presented me with a guideline he had developed for team agreements, and he called it icc Workflow.
I have definitely talked about it in the past. And it`s about dividing your work into three categories: information, communication, and cooperation. Concretely, you would ask the team what kind of information you need for the projects you`re working on, what types of communication you use to do your job, and how do you know what everyone else is doing? Step 2: Discover team responsibility All participants take some time to read what each has written and ask enlightening questions from the author of each card until each team member understands what to rely on from others. . . .