Building Teams Participant Guide

CREATING SHARED
STRUCTURE:
Building Teams
What is our purpose and what are our norms and roles?
Originally adapted from the works of Marshall Ganz of Harvard University

http://www.hks.harvard.edu/about/faculty-staff-directory/marshall-ganz
Modified by the New Organizing Institute

http://www.neworganizing.com
ACKNOWLEDGEMENTS
We welcome your suggestions for improving this guide further for future trainings.
We also welcome you to use it and adapt it for your own trainings, subject to the
restrictions below.
This workshop guide has been developed over the course of man trainings by Liz
Pallatto, Joy Cushman, Jake Waxman, Devon Anderson, Rachel Anderson, Adam
Yalowitz, Kate Hilton, Lenore Palladino, New Organizing Institute staff, MoveOn
Organizers, Center for Community Change staff, Jose Luis Morantes, Carlos
Saavedra, Sean Thomas-Breitfeld, Shuya Ohno, Petra Falcon, Michele Rudy, Hope
Wood, Kristen Dore and many others.
RESTRICTIONS OF USE
The following work [this workshop guide] is provided to you pursuant to the
following terms and conditions. Your acceptance of the work constitutes your
acceptance of these terms:
• You may reproduce and distribute the work to others for free, but you may
not sell the work to others.
• You may not remove the legends from the work that provide attribution as to
source (i.e., “originally adapted from the works of Marshall Ganz of Harvard
University”).
• You may modify the work, provided that the attribution legends remain on
the work, and provided further that you send any significant modifications or
updates to marshall_ganz@harvard.edu or Marshall Ganz, Hauser Center,
Harvard Kennedy School, 79 JFK Street, Cambridge, MA 02138
• You hereby grant an irrevocable, royalty-free license to Marshall Ganz and
New Organizing Institute, and their successors, heirs, licensees and assigns,
to reproduce, distribute and modify the work as modified by you.
• You shall include a copy of these restrictions with all copies of the work that
you distribute and you shall inform everyone to whom you distribute the work
that they are subject to the restrictions and obligations set forth herein.
If you have any questions about these terms, please contact

marshall_ganz@harvard.edu or Marshall Ganz, Hauser Center, Harvard Kennedy
School, 79 JFK Street, Cambridge, MA 02138.
New Organizing Institute

Access all our training materials @ neworganizing.com/toolbox
BUILDING TEAMS
Goals for this session:
* To develop an understanding of the core practices of successful leadership

teams
* To begin practicing those skills as a leadership team: developing a shared

purpose, clarifying
Why do organizing teams matter?
The most effective leaders have always created teams to work with them
and to lead with them. Take for example Moses, Aaron and Miriam in the
story of Exodus, or Jesus and the twelve disciples in the New Testament, or
Martin Luther King, Ralph Abernathy, Rosa Parks, Jo Ann Robinson and E D
Nixon during the Montgomery Bus Boycott. Even Barack Obama in his
campaign had a leadership team working with him—his Campaign Manager,
Deputy Campaign Manager, Communications Director, Political Director,
Field Director and others.
Leadership teams offer a

structural model for
working together that
fosters interdependent
leadership, where
individuals can work
toward goals together,
with each person taking
leadership on part of the
team’s activity. At their
best leadership teams
recognize and put to
productive use the
unique talents of the
individuals who make up
the team.
Team structures also help create strategic capacity—the ability to strategize

creatively together in ways that produce more vibrant, engaging strategy
than any individual could create alone. In the Obama campaign, the field
structure created multiple layers of leadership teams to engage people
creatively and strategically at all levels of the campaign. Each state had a
state leadership team that coordinated regional leadership teams (of

Regional Directors and Organizers), which coordinated local neighborhood
leadership teams of volunteer leaders. At every level the people on
leadership teams had a clear mission with clear goals and the ability to
strategize creatively together about how to carry out their mission and meet
their goals. This structure created multiple points of entry for volunteers,
and multiple opportunities to learn and to exercise leadership.
Leadership teams provide a foundation from which an organization can

expand its reach. Once a team is formed, systems can be created to
establish a rhythm of regular meetings, clear decisions and visible
accountability, increasing the organization’s effectiveness. An organization
of 500 people is not accomplished by one person alone. It is built by finding
people willing and able to commit to helping build it, and creating
relationships and a solid structure from which it can be built.
So why don’t people always work in teams?

We have all been part of volunteer teams that have not worked well. They
fall into factions, they alienate each other, or all the work falls on one person.
Some aim to keep the pond small so they can feel like big fish. So many of
us come to the conclusion: I’ll just do it on my own; I hate meetings, just tell
me what to do; I don’t want any responsibility; just give me stamps to lick.
There’s just one problem: we can’t become powerful enough to do what we
need to do if we can’t even work together to build campaigns we can take
action on.
The challenge is to create conditions for our leadership teams that are more
likely to generate successful collaboration and strategic action. When
groups of people come together, conflict is always present. Effective teams
are structured in a way to channel that conflict in productive ways, allowing
the team to achieve the goals it needs to win.
Four conditions than can get your team off to a good start
Your Team is made up of diverse people. A highly

effective team is made up of people from different
economic backgrounds, race, ethnicity, political
ideology and opinions. When there is diversity
amongst your team members it will inspire robust
conversation during decision making, pushing your
team to better thought out outcomes.
Your shared purpose is clear and it points you in

an engaging direction. The work you have to do is
readily understood, it’s challenging, it matters to the
campaign you’re working on and you know why it
matters. Team members should be able to articulate
for others the "purpose" of their team. This is a brief
statement that includes who the team is, what they do
together and how they plan to do it.
Your team is stable, with clear boundaries. You

can name the people on it and they meet regularly. It’s
not a different, random group of people every time.
Highly effective teams have 4 - 8 members.
Membership of the team remains constant long enough
that the team learns to work together better and better;
each member is fully committed to be on the team and
commits consistent time and effort to it.

Your team works interdependently. Everyone
should have a roughly equal share of the work,
understanding that each part is necessary to adequately
reach the ultimate goal. Thus, the success or failure of
one will have an effect on all. One way to encourage
interdependence is to have clear roles based on the
work that the team needs to do to succeed.
Interdependent team work includes: making decisions

together, coordinating work together, serving as a consultative team, and
sharing information. Good teams will coordinate and help each other
accomplish collective goals. Good team members will communicate well
when they need assistance. No one is carrying out activity in a silo that’s
secretive to others. A good team will have a diversity of identities,
experiences and opinions, ensuring that everyone is bringing the most
possible to the table.
Your team has explicit norms. Your team sets clear

expectations for how to govern yourselves in your work
together. How will you manage meetings, regular
communication, decisions, and commitments? And,
most importantly, how will you correct norm violations
so they remain real norms?
Teams with explicit operating norms have a much

higher likelihood of achieving the results they're aiming
for. Some team norms are operational, such as how often will we meet? How
will we share and store documents? Communicate with others outside the
team? Etc. Others address expectations for member interaction with each
other. Initial norms guide your team in its early stages as members learn
how to work together as a team. Norms can be refined through regular group
review of how well the team is doing.
The criteria for team effectiveness

A great deal of research on teams has shown that three things help to make
a team more effective:
1. ACTION: The action work of your team matches the goals you need to
meet in order to win on your campaign.
2. CAPACITY: Over time the team is learning how to work more

effectively as a team, and developing more leadership.

3. LEARNING: Team work supports individual growth and learning.
In short, the team is meeting the campaign’s interests by achieving goals,

while at the same time meeting each participant’s interests by giving them
room to learn and grow.
TEAM BREAKOUT SESSION:

BUILDING YOUR TEAM
Goal
The purpose of this exercise is to help you:
(1) Develop your team purpose.

(2) Identify the norms you will adhere to as a team.
(3) Review leadership roles. Then discuss the roles relative to the talents
of those in your team.
(4) Create a team chant.
Agenda
TOTAL TIME: 75 min.
1. Gather and review agenda. Choose a timekeeper for this session. 5 min
Review your shared interests from the last session.
2. Develop your Shared Purpose. 35
min
3. Decide on Collaborative Norms. 10
min
Review Team Roles. Brainstorm what responsibilities each would have 15
4. in preparation for an event. Talk about how these roles might match min
up with the talents of those in your team.
5. Create a team chant. 10
min
If extra time, discuss key learnings: What did you learn about how to
structure and run a good team? What worked? What didn’t?

WORKSHEET:
DEVELOPING SHARED PURPOSE
SHARED PURPOSE (30 minutes)
1. Individual Work – Silently brainstorm and craft a sentence to clarify your

5 min
own thinking about the team’s purpose.
2. Team Work – Read your sentence to the group and have the group record
10 min
and share words that resonated with them.
3. Individual Work – Use the highlighted key words and themes to craft a
new 5 min
sentence that describes the team’s purpose.
4. Team Work – Read individual sentences aloud again. Select one sentence
10 min
(or combine) to articulate your team’s shared purpose.
There are four parts to this exercise. In the first part, as individuals, you will take 5
minutes to clarify your own thinking about what the purpose of your team could be.
In the second part, as a team, you will take 15 minutes to share your ideas, look for
the common focus, and discern a purpose you can all support. You then have 5
more minutes to write a new sentence that you think captures the sense of your
team. And finally, as a team, you will have 10 more minutes to consider the second
round of sentences and decide on one that best articulates your team’s perspective.
Part I: Individual Work (5 minutes)
 In the first column, write down whom your team serves: who is
your constituency? With whom would it focus your effort? What are
the people like and what are their interests? What will engage them?
 In the second column, based on the work you did on common

interests and values in the relationship session; write down the goals
that are unique to your team. Be specific to what your team is
trying to achieve.
 In the third column, write down the kinds of activities that your team
could engage in to fulfill its purpose by serving this community? What

is the unique work that your team could do?

After brainstorming answers to all three questions, take a few
moments to write a sentence that you think best describes your
team’s purpose, it’s constituency, and its activities. Draw on all three
We are organizing to do___________________ by __________________________

____________ (who - (what –outcome) (how - list the specific
constituency) activities that your team would
undertake to achieve your
goal.)
columns.
Example of a shared purpose sentence:
• We are organizing CSEA members who care about education funding

and want to do something about it to move our elected officials
(Assemblyperson, School Board, State Senator) to support the 3 goals
of the CAUSE Campaign by going to chapter meetings, having 1-to-1
site visits, calling targeting lists, and taking nonviolent direct action.
Our team’s shared purpose is to

Part 2: Team Work (10 minutes)
As each person reads his or her sentence the facilitator notes the key words
on the wall poster under purpose, constituency, or work. Each person notes
specific words that spark your curiosity, or that give you energy. When you
are done, your facilitator circles the words that seem to resonate most
strongly with your team.
Part 3: Individual Work (5 minutes)
In light of what you learned from the last session, write a new sentence that
you think can articulate a shared purpose, using some of the key words and
themes.
Our team’s shared purpose is to
Part 4: Team Work (10 minutes) We will read our sentences again and
choose – or combine – one that can best articulate the shared sense of your

team.
WORKSHEET:
DEVELOPING TEAM NORMS
TEAM NORMS/EXPECTATIONS (10 minutes)

Review the sample team norms below. Add, subtract or modify to create norms for your team. Be
sure to include group norms on each theme below and how you will self
correct if the norm is broken. (If you don’t self correct the new norm will be
breaking the norms.)
Discussion and Decision-making: How we will discuss options and

reach decisions as a team to ensure vigorous input and debate?
Always Do Never Do
Engage in open, honest debate Engage in personal attacks
Ask great questions Fail to listen to what others say
Balance advocacy with inquiry Jump to conclusions
Debate until time is up and then
take a vote.
Meeting Management : How will we manage meetings to respect

each other’s time?
Always Do Never Do
Start on time; stay on time Come to meetings unprepared
Be fully present throughout the Answer cell phones or do email
meeting
Accountability: How we will delegate responsibilities for actions and

activities? How will we follow through on commitments?
Always Do Never Do
Clarify understanding Assume you have agreement
Provide follow-up on action items Assume tasks are getting done
Ask for/offer support when there is
a need won’t do
Weekly check-in

How will you "self correct" if norms are not followed?
Teams work best when you have a regular, reliable time to coordinate
together.
What will your team’s regular meeting time and place be?

Discussion and Decision-making: How we will discuss options and
reach decisions as a team to ensure vigorous input and debate?
Always Do Never Do
Meeting Management : How will we manage meetings to respect

each other’s time?
Always Do Never Do
Accountability: How we will delegate responsibilities for actions and

activities? How will we follow through on commitments?
Always Do Never Do
How will you "self correct" if norms are not followed?
Are there other norms that you want to add that may not fall into
one of the above mentioned categories?
WORKSHEET:
DEVELOPING TEAM ROLES

Understanding Team Roles (15 min.): Review the sample team roles we
suggest below. Thinking about how you should organize the next campaign event,
discuss how the roles would fit together to create an interdependent leadership
team. What would each role have to be good at? Based on the discussion about the
roles, go around the circle and ask each person to tell others what experience and
talents they have and what specifically they want to learn in more detail. (30
seconds each) How might these talents match up to particular roles? Are there any
clear “fits”?
Role Responsibilities You would be good Interested Team

for this role if members & Related
you . . . Skills/Talents
Team Coordinator Coordinate the work of the
leadership team. Prepare
for meetings, give support
and coaching to the team
Volunteer Coordinate and manage
Coordinator your team's volunteers
(training, deployment, and
debriefing, evaluating work
of volunteers).
Recruitment Coordinate and track your
Coordinator teams effort to recruit
volunteers and supporters
Online Organizer Updates all online social

network sites like Facebook,
Twitter, Meetup etc. Takes
pictures, blogs and is
responsible for telling the
story of your efforts onine
Communications/Mes Coordinate earned media
saging Coordinator and local messaging with
the statewide Core Team
Communications
Coordinator. Produce a
monthly update to keep
local supporters and
volunteers informed and
engaged.
Logistics Coordinator Lead the team in creating a
plan for team actions.
Coordinate logistics for
team actions. Help
generate resources
necessary.

Data/Reporting Coordinate data collection
Coordinator and data entry to track all
volunteer activity and
progress to campaign goals.

TEAM CHANT (5 minutes)
TEAM ROSTER
NAME PHONE
EMAIL ADDRESS


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CREATING SHARED

Originally adapted from the works of Marshall Ganz of Harvard University

Modified by the New Organizing Institute

If you have any questions about these terms, please contact

New Organizing Institute

Goals for this session:

* To develop an understanding of the core practices of successful leadership

* To begin practicing those skills as a leadership team: developing a shared

Leadership teams offer a

Team structures also help create strategic capacity—the ability to strategize

New Organizing Institute

Leadership teams provide a foundation from which an organization can

So why don’t people always work in teams?

New Organizing Institute

Your Team is made up of diverse people. A highly

Your shared purpose is clear and it points you in

Your team is stable, with clear boundaries. You

New Organizing Institute

Interdependent team work includes: making decisions

Your team has explicit norms. Your team sets clear

Teams with explicit operating norms have a much

The criteria for team effectiveness

2. CAPACITY: Over time the team is learning how to work more

New Organizing Institute

In short, the team is meeting the campaign’s interests by achieving goals,

TEAM BREAKOUT SESSION:

(1) Develop your team purpose.

New Organizing Institute

SHARED PURPOSE (30 minutes)

1. Individual Work – Silently brainstorm and craft a sentence to clarify your

Part I: Individual Work (5 minutes)

 In the second column, based on the work you did on common

New Organizing Institute

New Organizing Institute

We are organizing to do___________________ by __________________________

Example of a shared purpose sentence:

• We are organizing CSEA members who care about education funding

Our team’s shared purpose is to

New Organizing Institute

Part 3: Individual Work (5 minutes)

Our team’s shared purpose is to

New Organizing Institute

TEAM NORMS/EXPECTATIONS (10 minutes)

Discussion and Decision-making: How we will discuss options and

Meeting Management : How will we manage meetings to respect

Accountability: How we will delegate responsibilities for actions and

New Organizing Institute

New Organizing Institute

Meeting Management : How will we manage meetings to respect

Accountability: How we will delegate responsibilities for actions and

How will you "self correct" if norms are not followed?

New Organizing Institute

Role Responsibilities You would be good Interested Team

Online Organizer Updates all online social

New Organizing Institute

New Organizing Institute

New Organizing Institute

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We are organizing to do_ by ________