#### TIPS FOR TEAMS

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One of the key objectives of the Policy Academy is to create and
reinforce relationships between Federal, State, and private sector
organizations. The Policy Academy is for you to share your stories,
build upon your successes and discern the lessons from your mistakes as
you increase access to mainstream services for people experiencing
chronic homelessness. The format is designed to promote team learning.
We have encouraged each State to form a team of key policymakers and
stakeholders, who together, will make a difference. Our hope is that
state teams will use their time- before, during, and after the Academy-
to push and probe for answers to tough questions, challenge their own
assumptions and return home eager to move ahead.

These worksheets are intended to help teams get the most out of this
project. We have developed these materials as assistance tools, and you
are free to use them or to follow your own path.

## GETTING READY

Before you arrive at the Policy Academy, take a few moments to consider
your own personal goals for improving access to mainstream services for
chronically homeless persons. The following questions might help you
focus:

-   What is the "better future" I envision for "chronically" homeless
    persons with regards to accessing mainstream services?

-   Which part of this future am I totally committed to?

-   What enables me to build or prevents me from building this future?

-   How confident am I that others share my image?

-   How much do I know about the actual experiences of the homeless in
    regards to accessing mainstream services? How do I learn about their
    experiences?

-   How well do I understand our state's policies and programs that
    influence homeless persons with serious Mental Health and Substance
    Abuse problems?

-   What would I like to learn from my teammates?

-   What would I like to contribute to the team?

-   What do I want to gain from this project?

###### TEAM STRUCTURE

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You have time to work together but no time to waste. These practices
might enhance your team\'s efficiency.

-   **Choose A** **Leader.** The leader\'s role is to enable, not
    direct. Teamwork is like a jazz ensemble. The leader sets the key
    and the tempo, and the team makes the music. The leader is
    responsible for ensuring that the team defines its tasks and stays
    on focus. You might want to rotate leadership in order to share the
    responsibility among team members.

-   **Establish Tasks, Timetable and Timekeeper.** Determine how you
    want to use your time blocks each day. Set time limits on tasks.
    Appoint a timekeeper who will be firm and persistent.

-   **Select A Scribe.** The scribe captures the pearls of wisdom from
    the team. The scribe enables the team to record and reflect upon
    what members have said and put ideas aside without losing them.

-   **Develop Team Ground Rules.** Teams function best when they develop
    and commit to their own process rules. We\'ve included some popular
    ground rules in this packet.

-   **Determine Decision-Making Process.** Do you want unanimous
    consent, simple majority or consensus? We\'ve included some tips on
    building consensus for you to consider.

-   **Check In and Check Out.** Begin and end meetings with a **quick**
    barometer reading. Here\'s an approach that really works: Ask each
    member to state, in two words, (absolutely enforce the two word
    rule) how they are doing. The leader should model the response at
    first to reinforce the two-word rule. You\'ll be amazed by how much
    information you can gather from each other . . . Skeptical/willing.
    Impatient/frustrated. Eager/optimistic. . .

# 

# POPULAR GROUND RULES

**Here are some examples of ground rules that teams find useful.**

##### 

##### Everyone participates

All ideas are encouraged

We will strive for facts and understand opinions

We will test assumptions

We encourage thoughtful disagreement

We will stay focused on tasks and discourage distractions

All critical decisions will be made by consensus

####### The leader has the team's permission to keep us on task and on time

Each of us takes responsibility for our collective success

# TEAM DECISIONS

> ![](media/image3.wmf)
>
> In Quaker circles a member stands aside when he or she can abide by a
> decision but not agree with it. The member is comfortable enough with
> the decision to not work against it.

Consensus is a decision that most team members support and all members
can live with. Teams who use a consensus process find that they are more
able to deal with tension and disagreement as constructive elements of
decision-making.

Here is a handy approach to consensus decision making for you to
consider.

***Calling For A Vote.***

A member can make a motion and call for a vote at any time during the
team\'s deliberations. This is a quick way to get a reading on points of
agreement and disagreement.

***The Vote.*** A consensus vote offers three choices:

-   Yes, I\'m For It

-   No, I\'m Against It

-   OK, I Can Live With It

***The Dialogue.*** The No voters are encouraged to explain why they
object. The object is to explore differences, not mask them. Team
members focus on the core issues raised by these objections and the
strengths of the initial proposal. Members attempt to find a solution
that addresses the issues without compromising the strengths. It helps
if the group agrees to a time limit for discussion enforced by the
timekeeper. Once the group reaches a solution, they vote again. If there
are mostly *OK, I can live with* it votes, the proposal needs more work.