Introduction

One of the more interesting things I was exposed to in ORSC, or something I hadn’t encountered before, was the notion of team toxins.

Now to be honest, I triggered on the term toxin and I’m still trying to come to terms with it. But I’m starting to see the usefulness in the idea.

The work is not unique to ORSC having been derived from the work of John Gottman.

Team Toxins

I’m beginning to understand that simply being aware of the toxins can be a powerful tool in our coaching of agile teams. That is, it gives us the ability to detect them and then to name them. Pointing them out and getting them on the table.

(in ORSC terms, revealing the system to itself)

Here are 4-toxins and brief descriptions. If you’d like, you could example the definitions based on your experience, insights, and your organizational/team context(s).

1) Blaming or Criticism

Attacking the person rather than the behavior.

2) Defensiveness

Refusing to own your own behavior, pushing back, arguing.

3) Contempt

Includes sarcasm, belittling, cynicism, name-calling, and hostile humor.

4) Stonewalling

Includes cutting off communication, silent treatment, refusal to engage, and withdraw.

Antidotes

As I said, simple awareness and naming them can be a powerful tool. So is the metaphor of antidotes to the toxins. Here are some to consider—

  • Naming the toxin when they “pop up”; shining a light on them.

  • Educating the team on the toxins and discussing what they are and the negative impact they can have on the team.

  • Establishing team agreements that name the toxins and establish norms for how they’ll be handled.

  • Provide the team with alternate ways of working that avoid or reduce the impact of the toxins.

  • Coach the team specifically around the impact of a specific toxin.

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Toxin Grid

In the ORSC tools, there is the notion of establishing a grid where the 4-toxins are highlighted on the floor. Make it large enough so that the group you’re coaching can easily maneuver around the grid.

Here are the steps to “walking” the Toxin Grid—

  1. Have the team (group, org) members step into the square that they think is most commonly occupied by the team. Ask them to adopt the stance, sound, or gesture for that toxin. Ask—what are the situations that bring that toxin out in the team?

  2. Ask—what is the belief behind the toxin? And how is it trying to be helpful? Hear from everyone on the team.

  3. Notice if any of the toxins are unoccupied and ask about them. Also, it’s ok if members of the team want to identify with another toxin outside the four. Just try to encourage alignment to the four first. However, you don’t want this to become a toxin naming contest.

  4. Ask each team member to go to the toxin that they most often employ. Ask—what situations bring this out in them?

  5. Review the antidotes with the team.

  6. Ask the team to develop a Conflict Protocol which is added to their DTA on how they will handle conflict.

This activity may generate some “heat”, so be sure to stay on top of the emotional field. Also, calling out what you’re observing in this area.

Also, remind everyone that the toxins are largely relative to the relationship system and not to the individuals. That we’re simply establishing a protocol for everyone to be more aware of them, the antidotes, and ways to adjust their reactions.

Agile Implications

Clearly the toxins can be useful in coaching a team and revealing the system. But don’t just think about agile teams. Stretch the tool to be helpful in any team level within the organization. For example—

  • The senior leadership or executive team;

  • The functional team, for example—Product or Operations or HR teams;

  • The PMO team;

  • The middle management / line manager First Team;

  • virtually any group can exhibit the toxins…

Reference

https://www.beyondtheleadingedge.com/news/teams/the-four-team-toxins/