Coordinator - Sweet Adelines International

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Chapter 1: Team Tools Regional Management Team Handbook 4/13 Trouble-Shooting Sometimes the consensus process becomes stuck, a decision can’t be reached, and team members become frustrated. What can a team do at times like this? Here are some tips: • Return to the beginning of an issue. Ensure that team members have a clear understanding of the issues under debate and that they are not disagreeing over different issues. It is the responsibility of each team member to keep sight of the group’s objective. • Ask each member to state her opinion; establish a compromise position based on these opinions. If the team is willing to discuss and change one or more parts of a proposal, all members of the team may feel comfortable with the outcome. For example, if the issue is whether or not to hold a music camp, team members might agree on the need for education, but some might be hesitant to appropriate funding, think it too late to hire desired faculty, or feel that the region should devote time and funding to other projects. By changing one of the elements in the disagreement, such as holding the music camp with another region that would share expenses and provide several excellent faculty members, consensus might be reached. • Take a short break to provide private time to think about the issue before beginning the discussion again, or leave the issue and return to it later. When emotions are high, it may be easier to achieve consensus after a cooling-off period. • Assign a task force, including the individuals who have the strongest opinions, to reach consensus. This strategy allows the team to continue its work while a smaller group works on a consensus position. Present the smaller group’s recommendations for the team to consider. • Change the facilitator. Sometimes the inability to achieve consensus is associated with the facilitator. Selecting another member to facilitate the discussion may alter the group’s outlook and expedite the process. • When consensus is not achieved, it may be appropriate to return the proposal to the recommending group for more study and revision. Counseling As a regional leader, you may find yourself in the role of “counselor.” It is a difficult role because it demands a certain depth of self-knowledge, empathy toward others, skills in communication, and an acceptance of and belief in yourself as a person who has something to offer in a counseling situation. Counseling skills are usually required for situations in which the goals of the organization, or of individuals in it, are threatened, and the persons in the situation are unable or unwilling to resolve the problem themselves. In most cases, you should wait to be asked for your help, but sometimes you may feel compelled to intervene before an invitation is extended. Check with other members of the regional team to discuss the issue and determine the most prudent action. Team Tools • 1-14
Chapter 1: Team Tools Regional Management Team Handbook 4/13 Sometimes, a chorus or individual may select you personally to be the counselor. Some counseling situations may require coordinators to refer a person to someone outside the team who is more highly skilled. Before agreeing to help, you must decide whether the situation is within the realm of your duties. Communication is vital among your team members in this aspect. If the area of contention could best be addressed by another member of the regional team, notify her, explain the situation, and then remove yourself from the situation as tactfully as possible. Never be afraid to seek assistance with a problem situation. Counseling is a relationship that involves someone seeking help, someone willing and capable of helping, and a setting that permits help to be given and received. Counseling includes these characteristics: • A basic acceptance of the perceptions, feelings, and values of another • Confidentiality and privacy • Voluntary participation by the counselee • A focus on the counselee rather than the counselor • Communication, awareness, and sensitivity Counseling is not: • Giving information, though information may be conveyed • Giving advice • Trying to change an individual’s attitudes, beliefs, and behaviors by persuading, admonishing, threatening, or compelling • Selecting and assigning individuals to jobs • Interviewing, though interviewing may be involved In your role as counselor, you may function in various capacities: • You may intervene in a conflict situation • You may serve as mediator, helping factions hear and understand each other • You may serve as a negotiator, helping bring about certain results or behaviors Regardless of the situation and its seriousness, you can follow certain logical steps to prepare yourself to act as a counselor: • Find ways to develop and polish your communication skills, such as reflective listening, giving “I”messages (I think..., I feel...,What I think I’m hearing is...), interpreting nonverbal communication, etc. • Become familiar with problem-solving and goal-setting processes and with conflict management and facilitation techniques • Enlist people whose opinions and ideas you respect as sounding boards. Sometimes just verbalizing your thoughts and strategies will help solidify your thinking. Your sounding board also may bring out other viewpoints that you may not have considered • If possible, accompany a seasoned counselor on a counseling visit and observe how she handles the situation and what skills she uses Team Tools • 1-15
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Appendices Regional Management Team
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Coordinator - Sweet Adelines International

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