Page 25 - Law Society of Hong Kong MPMC Manual v8 - With checklists (1 March 2018)

Practice Management Course | Unit 3
Talent Management

personalities can be less likely to occur, because they are often
overlooked and they do not push their views. Effort must be made
to draw out their views and introverts need to avoid thinking
‘that’s the way I am’ when deciding not to speak.
(2) Inflexibility in considering alternative solutions: Deal with
inflexible people this by playing devil’s advocate for each
alternative solution. Alternatively, if anticipated, enlist the help of
others prior to the meeting to advocate in support of each
alternative solution, which gives you and others an opportunity to
explore the alternatives and reach the best conclusion.
(3) Not fair-minded when appraising the reasoning and
opinion of others: If possible, deal with the person in private,
rather than at the meeting. The person may have prejudices or
pre-conceived notions against the person offering the idea, or the
idea itself. Try to get the person to see how they are not looking
at the matter objectively, but are being influenced by their pre-
held views.
(4) Not willing to reconsider and revise solutions where
feedback suggests change is warranted: One of the team
rules should be that ‘perception becomes reality’. If someone
thinks that the idea is wrong, then there is always some validity
to that. A simple question to ask is ‘can we afford to keep doing
something that the client, partners or stakeholders think is
wrong?’
Roles Another barrier to collaboration is our perception of our role in the
team. Everyone is usually on a team due to the role they play. But try
not to feel that your contribution is limited to that role, or that you
are there to do as you are told and not challenge any ideas or matters
that fall within the roles of others. Conversely, collaboration is
enhanced when each member of the team feels that he or she has a
significant stake in the final output of the team. For example, a
multidisciplinary team brought together to serve a client should be
thinking how the firm as a whole can add value to the services to that
client and not confine their thinking to their own role.
Environment The working environment created by the leader or its organisational
culture (and the implicit or explicit incentives engendered by that
environment), may present an additional barrier to collaboration.

For example, there may be a culture of no reward for collaboration, in
terms of either explicit bonuses or recognition of a job well done,
when that work is done by a team.

In some firms, there may be a culture of people being made to feel
like they are being punished for making suggestions, or putting
forward new ideas. For example, the team leader who doesn’t listen,
or one who ridicules or immediately dismisses ideas that are put
forward. Cultural norms such as these will discourage effective
communication and collaboration within the firm.

Indeed, corporate culture and the personality of the team leaders
matter: “One benefit of a strong, consistent corporate culture is that
employees tend to act in similar ways. … For example, a corporate
culture in which all employees understand that cooperation is valued
will foster greater coordination across units.… Coordination requires
the ability to talk to, understand, and work with a diverse set of
colleagues. It requires the ability to forge compromises and work
within a more relationship- or politics-oriented setting.” Edward P.

© The Law Society of Hong Kong (2018) Page 21