Tweaks module1.qmd

module1.qmd

@@ -153,24 +153,29 @@ In our experience at NCEAS and the LTER Network Office, we've found teams of up
 
 **Good teams are both chosen and made.** Diversity on teams uncovers novel approaches, perspectives, and insights and it can slow the pace and cause misunderstandings that highlight unexamined assumptions. As a synthesis team leader (and even as a participant), there are many things you can do to create opportunities for everyone to contribute their best thinking, learn from one another, and feel heard and respected.
 
--  As the group gets started
-    -  Create a shared vision for your group
-        -  Make sure everyone starts on the same footing with a brief overview of the context for the group and the questions you're starting with
-    -  Co-develop group norms. It builds ownership of shared norms.
-    -  Conduct a “pre-mortem” to talk about worries and visions for a healthy group dynamic
-    -  Recognize who you are as a group, culturally, and any power dynamics that might entail
-         -  Sometimes, simply articulating the potential for oppressive power dynamics can give group members the confidence to assert themselves
--  Throughout the process
-    -  Get to know each other
-        -  Use creative icebreakers to break a pattern of silence
-        -  Invest in "social time"
-    -  Value and accommodate various styles of contribution
-        - Fast and slow thinkers, 
-        - Visual, auditory and kinesthetic learners,
-        - Synchronous and asynchronous contributions
-    - Practice “cultural norming” by educating participants on systemic/structural oppression and racism and ways to work against our own implicit biases
-- At intervals
-    - When you find yourself questioning whether a practice or activity is still valuable, ask each member for a quick read on whether the group should **"Start, Stop, or Continue"** the activity
+**As the group gets started**
+
+-  Create a shared vision for your group
+    -  Make sure everyone starts on the same footing with a brief overview of the context for the group and the questions you're starting with
+-  Co-develop group norms. It builds ownership of shared norms.
+-  Conduct a “pre-mortem” to talk about worries and visions for a healthy group dynamic
+-  Recognize who you are as a group, culturally, and any power dynamics that might entail
+    -  Sometimes, simply articulating the potential for oppressive power dynamics can give group members the confidence to assert themselves
+
+**Throughout the process**
+
+-  Get to know each other
+    -  Use creative icebreakers to break a pattern of silence
+    -  Invest in "social time"
+-  Value and accommodate various styles of contribution
+    - Fast and slow thinkers, 
+    - Visual, auditory and kinesthetic learners,
+    - Synchronous and asynchronous contributions
+- Practice “cultural norming” by educating participants on systemic/structural oppression and racism and ways to work against our own implicit biases
+
+**At intervals**
+
+- When you find yourself questioning whether a practice or activity is still valuable, ask each member for a quick read on whether the group should **"Start, Stop, or Continue"** the activity
 
 In any team project, people have different reasons for wanting to participate. For you, getting a high profile paper may be the most important thing. For others, it may be expanding their network or a chance to practice new skills. Being transparent about those motivations makes it easier to resolve tensions when they arise.