A working agreement is a set of explicit behavioral guidelines created by a team, for the team, to govern their interactions and collaborative process. This document is a foundational tool for any group aiming for effective collaboration and a productive working environment. It establishes a shared understanding of how members will operate on a daily basis, which is a fundamental step in building a cohesive and high-performing team.
Defining the Working Agreement
A working agreement represents a co-created, voluntary commitment to a specific set of behaviors within a professional group. It serves as a social contract that makes the unwritten rules of team interaction visible and mutually accepted by all participants. The agreement focuses on the how of teamwork, concentrating on the process and conduct rather than the technical what of the team’s output. Since team members collaboratively author the document, they take shared ownership and are more likely to adhere to the agreed-upon standards.
Why Teams Need Working Agreements
Working agreements provide necessary structure by eliminating unspoken assumptions that often lead to friction. By making implicit social expectations explicit, the agreements reduce ambiguity and provide a central reference point for expected conduct. This clarity helps build psychological safety, allowing team members to engage in interactions without the fear of misinterpretation.
The agreements also streamline the onboarding process for new members, quickly acclimating them to the team’s established way of working. When conflict arises, the agreed-upon framework offers a constructive pathway for resolution.
Key Components of an Effective Working Agreement
A comprehensive working agreement addresses various aspects of team operation to ensure all interactions are covered by a shared understanding. The document should be detailed and specific, leaving little room for individual interpretation of the agreed-upon behaviors.
Communication Norms
This section establishes guidelines for how information is shared and consumed within the team. It covers preferred channels, such as using instant messaging for quick questions and email for formal, non-urgent updates. Teams also define expected response times for various channels and agree on a professional tone for all exchanges.
Meeting Etiquette
Rules for meetings focus on maximizing productivity and respecting team members’ time. This includes commitments to starting and ending meetings precisely on schedule and adhering strictly to a pre-published agenda. Teams often agree to minimize distractions, such as prohibiting the use of laptops or mobile devices unless required for the meeting’s content.
Decision-Making Processes
The agreement clarifies the method the team will use to reach conclusions on various issues. Common methods include achieving consensus, where all members can support the decision, or using a voting mechanism for a majority determination. This component may also specify which types of decisions are delegated to a specific role or individual for autonomous determination.
Conflict Resolution
This part outlines the agreed-upon steps for addressing disagreements or when a team member violates an agreement. The process involves a commitment to addressing conflicts directly and respectfully with the involved parties first. If a resolution cannot be reached, the agreement dictates the next step, such as involving a neutral mediator or the team lead.
Availability and Responsiveness
The team defines clear expectations regarding work hours, especially in a hybrid or remote setting. This section specifies core hours when all members are expected to be available for synchronous collaboration. It also sets the expected speed of reply for both urgent matters requiring immediate attention and non-urgent messages.
How to Create and Implement a Working Agreement
The creation of a working agreement is a collaborative, facilitated process requiring dedicated time and input from every team member.
Preparation and Brainstorming
The first step involves setting aside dedicated meeting time and introducing the concept by explaining the value of explicit behavioral guidelines. To ensure relevance, the team should identify current pain points or common frustrations in their existing workflow. Team members then engage in a silent brainstorming exercise, individually writing down desired behaviors and norms.
Drafting and Commitment
The facilitator collects and groups similar ideas into logical categories, such as communication or meetings. This is followed by a discussion where the team refines and clarifies the proposed guidelines, ensuring everyone understands the meaning and intent of each point. The team must reach consensus or agreement on each item before it is finalized. Once the content is synthesized, the team drafts the final document, keeping the language simple, specific, and easily accessible to all members. The process concludes with a formal commitment, where every member explicitly agrees to uphold the newly established standards, establishing shared accountability.
Working Agreements Versus Other Team Documents
Working agreements differ from other organizational documents by focusing narrowly on behavioral and operational norms. A team charter is a more formal, comprehensive document defining the team’s strategic direction, mission, and goals.
While the charter provides the “why” and “what” of the team’s existence, the working agreement provides the detailed “how” of daily interaction. The agreement is also distinct from a formal contract, which is a legally binding document involving external parties or employment terms. The working agreement is an internal, self-imposed social contract, not a legally enforceable obligation.
Maintaining and Evolving the Agreement
A working agreement should be treated as a living document that must adapt to the team’s evolving circumstances. Teams should schedule regular, dedicated review sessions, such as quarterly or after major project milestones, to assess the agreement’s continued relevance and effectiveness.
This review allows the team to incorporate new lessons learned and remove any guidelines that are no longer practical. When a violation occurs, it should be handled constructively, using the incident to reflect on the agreement and reinforce commitment. New team members must be introduced to the existing agreement to ensure seamless integration.