Most organizations publish mission, vision, and value statements that are well writt en and bring a tear to the eye. But all too oft en there is a disconnect between employees' actual conduct and the official organizational philosophy. This condition breeds cynicism among those employees whose behavior is consistent with organizational values. Buddha said, "To know and not to do is not to know." Most employees say they value teamwork, for example, but do they know what they should do to maintain a positive, service-driven work environment? Do they all have the same understanding of what it means to communicate effectively, solve problems, and manage conflicts? Before we can hold each other accountable for professional communication and effective teamwork, we must establish clear and concise standards. The first step in establishing standards is to ask ourselves: What are the characteristics of the best team player with whom we have ever worked? What are the characteristics of the coworker from hell? Issues to consider when describing these characteristics include: * Att itude, work habits, and service ethic * Relationship with members of different shift s, work units, and job classifications * Communication with manager(s) * Conflict management and problem-solving * Commitment to continuous learning and technical competence * Welcoming of new employees By identifying the best and worst communication and teamwork practices, we are able to recognize professional communication when we see it, and hold each other accountable for constructive conduct. THE COWORKERS FROM HELL We've all known them. They arrive late or unprepared for work, then take extra-long breaks. They do the minimum possible to get by. They never volunteer or offer to help others. They are concerned only with what's best for themselves, their own shift , or their own work unit. Frequent statements: "It's not my job," "I can't help you." They create conflict: arguing over assignments, questioning every decision, complaining incessantly, arguing with coworkers in the presence of others. They refuse to att end or participate at meetings designed to address concerns, then complain about problems that they are not willing to help solve. They are unstable, bringing their personal problems to work and subject to extreme mood swings. If they have problems with coworkers, they yell, swear, interrupt, call them names, or engage in threatening words or actions. They are judgmental of and condescending toward coworkers, especially new employees and those with lesser skills or experience. They are quick to criticize, reluctant to credit. When approached by a new employee in need of help, their nonverbal behaviors say, "I'm too busy-figure it out for yourself." They may be slow and unable to keep up with the pace. They also may be unwilling or unable to perform specific tasks, forcing others to pick up the slack. They are rigid regarding change. They are sources of negativity, finding fault with their work team, their departments, and the organization. Yet they don't own their mistakes. They are thin-skinned and easily offended. They get defensive when given honest, respectful performance feedback. COMMUNICATION PRACTICES THAT NURTURE EFFECTIVE TEAMWORK * Positivity: People have positive things to say about their jobs and about those with whom they work. * Skill: People are good at what they do; they are skillful and resourceful. * Enjoyment: Work is fun; a sense of humor is an asset. * Improvement: The focus is on how to make things bett er. Rather than complain or whine, people look for answers. * Flexibility: People are adaptable and open to change. * Constructiveness: Team members are built up rather than torn down; they feel motivated, important, and effective. * Enthusiasm: People have a high level of energy in pursuit of positive outcomes. …