This is one way to improve job satisfaction and organisational effectiveness.

The idea

Much of the business of an organisation takes place between pairs of people. These interactions can be positive and developing or frustrating and destructive. You can improve them using simple methods, providing peoplee are willing to listen to each other. 

"Team of two" will work between secretaries and managers, managers and directors, consultants and clients or engineers working on a job together. It will even work between life partners.

It does not work when the relationship is so broken down that either party would rather have a battle than do anything to make it better.

The method

Each person writes down 1) How they think they could help the other person and 2) How they think the other person could help them.

The hypothetical example of a manager and secretary will make this clearer.

Manager's list

Secretaries' list

The parties then share their lists and create a joint list as below.

Combined list

The two people now discuss the information and decide what they will do. 

A person may say: -

• "Of course I will do as you ask". This would be sensible if the request is easy and gives an immediate benefit.

•  "I can't do that because......" . The request might violate your values, by being (say) unethical, or it might be politically unacceptable.

• "I would be prepared to meet your request if you would help me with this one of mine". The request might demand work or a change of attitude. You would both win eventually. 

• Play the negotiation straight. If you use tactics or manipulation, then people will not use the technique again. They will also become suspicious of all the management techniques you use.

• Make your requests small, clear and doable. It is more useful to ask someone to say "Hello" in the morning than to "Be more considerate".

• Aim for equity in the negotiations. If people "give in" to every demand they will feel exploited later. People who want something for themselves for everything they give will lose co-operation. People will think they are mean.

• Give the process enough time. The expectations take time to clarify. This is often the first time people have talked directly about how they work together.

Finally

I have used these ideas in a series of workshops for secretary/PA and managers. They have helped people talk about how they work with each other and learn from other "Teams of Two"'s experiences

Please play with these ideas and use them in any way that makes sense to you. If you stick to giving and receiving practical help and treating both parties fairly it will work well, if the people want to make their relationship work.