I am asking myself how to perform in a 2-man team which isnt performing as a team in any way.
I am employed as Information Analyst (non-manager) and my function is (at this site,for the past 2 months), to gather requirements, feedback them to the client'steering comittee and coordinate the various other project teams. Furthermore we use RUP and use cases to model the system. My fellow team member (since 2 months) is doing a really terrifc job however he is flatly ignoring my existance. He acts as if to proof his capabilities by negating use cases written by me, and liasing with other project teams without informing me about his planning. To the client and other teams it likely is perceived that he is the driving force in our team, lessening my value. To my dismay he would hijack my suggestions and call on meetings, then present my suggestions as his own inventions.
My idea of teamwork is that we present a unified front. I present him with a weekplanning regarindg my (daily) activities, walk up to him twice or more a day for a work-update. He knows everything about my work, and my plans. In other aspects we differ too. I am focused on Proces engineering (what the system will do) and he goes into the nitty gritty details (how it will be done). I think we can combine both our capabilities for a great solution of excellent quality which would satisfy requirements.
I thought about going the same way as he: schedule meetings etc which would invariably lead to desasters in planning, miscommunications. At the moment i maintain a unified front by supporting his work. However a really clever Architect questioned when i presented a use case model which was totally different from his. My teammember slapped my work down by saying: "no that is old stuff from 2 weeks ago". Partly true -- it was made 2 weeks ago and updated yesterday.
I try to apply a Manager Tools approach;
1. I engaged in a informal meeting with him, asking him to keep me up to speed about his work.
2. Asked him to not schedule meetings without my knowledge and, invite me to attend as well.
3. Asked him to, before sending a mail, allow me to review it and lets discuss.
4. Sent out a (weekly) planning to project management then invited comments from both my team member and prj. manager.
5. Invite him to all discussions, even when he is not at his desk, delaying a discussion awaiting his availability.
6. Tell and then show. Communicate my intentions, then asking him for his suggestions.
7. Invited him to give me feedback on my performance, frustrations or wherever he wants something from me. So far in 2 months time: NONE.
I have noticed that my prj. manager usually comes to talk to me first, then to him. The guy is acting really weird, standing on attention as if in the army, talking very fast, overly using hand gestures. In mornings the man is too shy to even say "Hallo". But, his proactive approach of engaging other teams he is contributing to my development.
I would like to know is how to become part of this "team"? And any other constructive Manager Tools suggestions?