Cooperation
When co-workers practice cooperation, their work relationships and environments are more productive and enjoyable. Cooperation gives colleagues the ability to synthesize ideas to achieve superior solutions. UIC employees who demonstrate a positive attitude, take an active role in work assignments, are responsive to feedback, and willing to adjust as needed are respected by others. These actions create opportunities for partnership and inclusion while planning and making decisions.
As employees progress in tenure and responsibility, the expectation is the employee will exhibit higher-level skill, knowledge, and ability in cooperation. Examples of higher-level behaviors indicated for those who may have years of experience in a role, lead a project team, head up a committee, or demonstrate exceptional skill. Employees who consistently exceed the expectations of their role may become a mentor to others.
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Behaviors
Maintains a positive attitude in day-to-day communication
Uses neutral and positive language
Responds constructively to others who alert the group to what is not working
Demonstrates genuine interest in opinions, contributions, and concerns of others
Partners with others to complete work assignments
Balances own interest with other’s interests
Seeks feedback and other’s perspectives to reach agreement
Promotes high visibility of shared contributions
Practices equity, listens, and refrains from passing judgements of other group members and their ideas
Higher Level
Facilitates collaboration across colleges, units, departments, or programs
Willingness to share control of decisions and acknowledges contributions of others
Shares control and empowers others to act on behalf of team and achieve team goals
Defines success in terms of entire groups
Forms teams that include a diverse mix of work styles, perspectives, and experiences
Creates a sense of belonging and strong team morale
Shares team and individual successes and rewards team efforts
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LinkedIn Learning – conduct a search for topics that support your needs; such as ‘emotional intelligence’ ‘collaboration’ ‘teamwork’ ‘difficult conversations’
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- Taking Flight, Take Flight Partners, LLC, Pearson Education Inc., Merrick Rosenberg & David Silvert, (2013).
- The Essential DiSC Training Workbook, DiSC-U.org, Jason Hedge, (2007).
- Crucial Conversations: Tools for Talking When the Stakes Are High, McGraw Hill, by Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzler, (2012).
- The Brain-Friendly Workplace, ASTD Press, Erika Garms, (2014).