Setting Norms and Expectations

Video Transcription

In this tutorial, we'll take a close look at the process of setting norms. We'll begin with an overview of norms, and then I will walk you through the process of establishing norms. I'll share with you some specific areas that you may wish to address in your norms, and then we'll talk about ensuring adherence to norms and understanding of norms. We'll examine the properties of the norms of high performing teams, and finally, I'll model the norms development process for you. Let's get started.

Let's begin with the basics of norms. Norms and expectations must be established before a site-based management team begins any of their work. You'll sometimes hear norms referred to as common commitments because they outline be agreed upon behaviors that are going to support the effective functioning of the team. Team expectations are important because they specified the desired end results of those behaviors that are included in the norms or the common commitments. Norms are generally reviewed at the beginning of every team meeting. This helps to set the stage for a working environment that is going to be productive.

It's important to understand that this process of establishing and then maintaining the norms is really a critical one, because a lack of norms or a lack of adherence to a team's norms is a really common reason why teams fail. Norms outline those behaviors and protocols and expectations that the team members agree upon when they are engaging in their collaborative work together. So they help all team members to be on the same page as they begin their work.

Let's walk through the process of establishing norms. Team members should begin by considering both what behaviors are going to support productive collaboration and what types of behaviors might prevent productive collaboration. These ideas should be brainstormed, and then after the brainstorming process, the team members should agree on about five or six behaviors that are then going to serve as the basis for the expectations that they will have for every meeting. Any violation of these norms should be addressed immediately, and as necessary, reminders should also be given that these norms were the behaviors that the team members agreed upon together.

The group should immediately address any situation that occurs where the norms don't seem to be working or where additional norms seem to be needed. Some best practices when you're establishing your norms include aiming for about five to seven norms, agreeing to those norms through a consensus, allowing all team members to participate in the development of the norms, and revisiting the norms any time a new member joins the group. Here are some areas that you might wish to address in your norms, frequency, duration, and start and end times of meanings, the expected behaviors when others in the group are speaking or sharing, confidentiality expectations, decision making processes. For example, is the team an advisory body, or is it an actual decision making body? Is the team going to use majority or consensus as they make decisions? How is the team going to handle internal conflicts through the decision making process?

You may also want to address attendance and participation expectations and just general overall requirements and expectations for the team members. There are also some ways that you can help ensure adherence to the norms and to increase understanding of the norms. First, revisit the norms at the start of every meeting and include norms at the beginning of your team minutes or agendas.

Post your list of norms in a visible place during every meeting, and if violations occur, address those violations using the same terminology or vocabulary that is used in the norms. Also, immediately address any norms that are ineffective or outdated. Reflect on your norms twice every year, and make adjustments to any norms that are ineffective or that you no longer need.

You'll find that many teams are going to have similar norms in place. But the truth is that not all norms are going to help teams achieve the same level of effectiveness. And so next, let's examine some of the characteristics of the norms of high-performing teams.

First, high-performing teams have norms that prohibit sarcasm and insults directed at the members of the team. Often, you'll find that teams that do allow sarcasm and insults, even in a joking manner, will end up having team members that withdraw or shut down in order to protect themselves. Next, the norms of high performing teams tend to celebrate the success of the team and of the individual members of the team as they work towards meeting their objectives and their goals. Celebrating these successes builds confidence and self-efficacy and increases the commitment of the team members.

Next, the norms of high-performing teams acknowledge the equal importance of all of the team members and all of the roles that are held within the team. These team members hold one another mutually accountable in reaching the goals and objectives, and they consider all of the varying roles in the team to contribute equally in this process. Next, high performing teams have norms that also create opportunities for fun, for example, through team building activities or through scheduled breaks that allow the team members to relax in between their sessions of hard work.

Next, the norms of high performing teams tend to focus on goals, rather than focusing on obstacles. And finally, high-performing teams include monitoring and quality assurance processes in their norms.

Finally, I would like to model for you the process of norms development. Let's consider a middle school mathematics PLC that is beginning the process of establishing their norms. The team would begin the process by reviewing the vision and mission of the school and by having a discussion about the overarching purpose of their team. Starting the process in this way helps all of the team members to be on the same page and to engage in the process of norms development with the mindset that they are aiming to develop norms that will help them to achieve the vision and the mission of the school and to honor the purpose of their team.

The team members will then brainstorm not only the behaviors that are going to support productive collaboration, but also behaviors that might prevent collaboration. So they write out the ideas that are brainstormed, and then each team member can be asked to rank the behaviors in each list from maybe one to five, so that they can begin to form their consensus of the behaviors that they most want to have represented in their norms. So the team can then compile the lists of behaviors that received the most votes from the team members.

You might find it helpful if you have more than five total that are listed or if you have some behaviors that are similar, you could group those behaviors together into just one statement. So let's say that these are the five behaviors that would support collaboration that got the most votes, and then here, also, are the five behaviors that would prevent collaboration that also got the most votes.

So putting those behaviors together, the team might come up with this list of five norms. Remember, you should have the team vote to accept the norms, and you might need to engage in some further discussion to refine the norms or to eventually, again, come to that required consensus that will actually put those norms into place for your team. And finally, don't forget to celebrate the successful establishment of your norms.

Now, it's your turn to stop and reflect. What types of behaviors would you like to see addressed in the norms for your site-based management group or PLC? To dive a little deeper and learn how to apply this information, be sure to check out the additional resources section associated with this video. This is where you'll find links targeted toward helping you discover more ways to apply this course material. Thanks for watching. Have a great day.