Team Values and Norms
Each team should prepare a list of values (expected behaviors) and norms (expected levels of performance measuring those behaviors) against which they will assess themselves and their peers. You will develop a list of team values and norms during the Team Dynamics MSD workshop. As the project progresses, the team may wish to revisit these values and norms to address issues that arise, but may not have been predicted at the outset. The document should not be revised too frequently (such as weekly).
Things to consider:
- Frequency of conducting peer evaluations (recommended: every three weeks, or after each phase of the design)
- Whether to complete evaluations in private or as a team
- Escalation process for team problems (recommended: address within team -> guide -> department (BME, CE, EE, ISE, or ME) coordinator -> course coordinator)
Peer Evaluation Forms
Several sample peer assessment forms are provided for you. Your team should adapt these to best fit your needs.
The items below are listed as a starting point, but should be adapted as needed for the team's use and self-direction. This starting point was prepared by collecting best practices from a number of successful previous senior design teams. Generally, the list of core values should be fairly short, and compelling. Don't try to legislate every aspect of team behavior, but make sure that the really important expectations are laid out clearly.
- Each team member will be prompt and arrive at the team meetings on time. If an unexpected conflict comes up, the absent team member will notify at least one team-mate prior to the expected absence. An absent team-member should confirm that a team-mate has received their message (in person, voice mail, email, etc). Each team member is also responsible for completing tasks for the project on time.
- Task Completion
- Each team member will complete their tasks thoroughly and completely, so that the work does not have to be re-done by a peer on the team. If a member does not know how to complete a task, feels overwhelmed, or needs assistance then the member notifies peers, and seeks assistance either from a peer, the faculty guide, a faculty consultant, or another person. Keeps the team informed on the status of their tasks so that deadlines are met.
- Effectivley communicates availability to other team members. Informs the team on the progress of their assignments or conflicts that could arise during tasks or scheduled team meetings. The team should never be wondering about another team members progress on given tasks or whereabouts during scheduled meeting times.
- Professional and Ethical
- Each team member gives credit where credit is due. All work completed includes citations to appropriate literature, or sources of assistance. If a team member has gotten assistance from a publication or individual, then that assistance or guidance is fully documented in the reports prepared. Each team member is honest and trustworthy in their dealings with their peers.
- Demonstrates the core RIT values of SPIRIT http://www.rit.edu/overview/vision.html
- Commitment and Attitude
- Each team member will contribute an equal share to the success of the project. Each team member will come ready to work with a positive outlook and an open mind to each others ideas. Does not allow outside conflict to interfere with the success of this project.
Team Norms: Peer Assessment Rubric
Every team member will conduct a peer assessment of their team-mates once every three weeks. The rubric below indicates how each team member will assess their peers. These 'Norms' reflect how each team member expects their peers to meet the team 'Values'. The entries in the table below represent a starting point, or example, typical of what other design teams have successfully employed in the past. Each team should modify or update their Norms each time the team Values are updated.
Rubric is as Follows:
- 1- Needs Improvement
- 2- Average Performance
- 3- Good
- 4- Great Performance
- 5- Exceptional, goes above and beyond
|Timeliness||Does not get work done when expected. Late to nearly every meeting. Is slow to respond to texts, emails, or other methods of communication.||Is occasionally late to a meeting. Responds to group messages in a reasonable amount of time. Usually has expected work done in time||Always completes work on time. Shows up to meetings prepared and on time. Responds to group members in a timely manner. Not only is the team member always prompt and present, but the member clearly plans ahead for excused absences (such as job trips) and insures that the absence will not adversely affect the team's performance.|
|Task Completion||The team member has not completed the task assigned, or has submitted a response that is clearly insufficient. The work will need to be re-done by another team member in order for the team to move forward. Some of the work may have been done, but it was incomplete. The team member is detracting from the performance of the entire team.||The team member made some progress towards the task assigned, but not as much progress as should have been accomplished. The work may be done, but the other team member's have no way of checking the results, because the supporting documentation is incomplete. The team member is getting behind on the tasks that need to be completed. The team member needs to make up the missed work during the next evaluation period.||The task has been completed fully, and is in essentially finished form. The other team members can readily check the work submitted since the documentation is so clear. Not only is the work done, but everyone on the team recognizes that the task is complete with little or no need for additional effort.|
|Communication||Complete inability to contact. Doesn’t update the group on progress made and is unaware of progress made by other team members. needs to be largely re-done in order to be useful to the team. Some things were not done by the team member, that should have been obvious to complete.||Responds in an acceptable time frame and keeps team informed of current progress and is aware of all aspects of the project. Occasionally forgets to communicate scheduling issues or work load conflicts.||Always available to meet when no other obligations are present. Makes an exceptional effort to report progress and become aware of the project. Never fails to communicate.|
|Professional and Ethical||The team member has committed plagiarism, falsified data, ignored their responsibility as an engineer. The team member may have behaved inappropriately at a team event, or in a manner that reflects adversely on the team. The members' actions may cause the entire team to fail.||The team member has overlooked some references or consistently fails to cite sources and conduct individual tasks. The team member may have made some off-color remarks or been offensive to a team-mate or other individual. The team member needs to clean up his/her act. Disorganized work makes it hard for other teammates to follow process or check for errors.||The team member is a role model for others, and behaves in a professional and ethical fashion even under very trying and difficult circumstances. Well organized and shows ample documentation and process so that the team can follow their work and check for error.|
|Commitment and Attitude||Close-minded, disrespectful, confrontational and argumentative. Every team’s worst nightmare. Shows no desire or effort to help in the projects success.||Displays neither a good nor bad attitude. Appears to lack drive for the project.||The team member is carrying their fair share of the workload.Always exemplifies core values such as open-mindness, respect and honesty. Puts their best foot forward in every aspect of the project and is passionate about the success of the project.|