No Slackers Allowed
One of our team members barely puts in any effort when our boss assigns us projects, but he reaps the same rewards because the boss evaluates us as a group instead of individually. One team member suggested creating a chart that could be used to record each person's contribution to the next project, then take it to our boss with any other data or summaries that we would normally turn in. Now, no one has ever actually confronted this guy about his lack of participation, but we've all complained about him behind his back. Slipping a chart to the boss seems underhanded and unfair when we've never even bothered to tell our slacking team mate how we feel. What should I do?
Your feelings of discomfort around this issue are well-founded. Interestingly, I just had a classroom discussion about working in groups in a speech class where we talked about what works well - and what doesn't - in team environments, as well as how to handle issues such as this.
Ultimately in both work and classroom settings, addressing slacker behavior requires the same steps, IMO:
1) establish clear expectations and roles for the group and its members
2) receive commitment from all members to meet those expectations
3) agree to give and receive feedback - positive and constructive
4) if a member is not meeting expectations, first address that member directly (not behind his/her back and not by going to "the boss")
5) if the direct approach doesn't work, then consider bringing in a 3rd party mediator, which may be the boss
Hope this helps. Good luck!
Your intution is spot on; yes, it is underhand and unfair to complain about someone behind their back, and in the long run this won't help matters and may even inflame them. However, I've had similar experiences and know how frustrating this apparent "passing the buck" can feel. Here's what I've used successfully in the past.
Think about how you divide up the various tasks and sub-projects that make up the work your boss assigns you. Do you apportion those activities according to each person's strengths? By strengths I mean not just those things that people can do easily because they have a natural aptitude for them, but also those that they enjoy doing.
Perhaps you could bring together the team before you begin each project and ask each member -- I suggest starting with this "problem" individual -- what piece they wish to take responsibility for. Then, when you've covered everything that needs to be done, determine that you will hold each other accountable by specifying exactly what needs to be done and when. Stress the importance of pulling together as a team, particularly if one person's tasks might hold up someone else's ability to complete their part of the assignment.
Maybe this team member doesn't feel they have anything to offer and wants to avoid looking ineffectual. Or they feel they end up with bits of projects that don't play to their strengths or enjoy doing. Make it easier for them to succeed...and you will all succeed, including feeling good about what each of you brings to the table, and the knowledge that you all contributed in your own way.