WHEN IS A TEAM NOT A TEAM?

Nancy Festinger

The co-pilot is trying to get the pilot's attention, but the pilot isn't listening; annoyed, he growls, "Don't interrupt me now. Can't you see I have a plane to get off the ground?" Later, the plane crashes.

Unlikely? Hardly. It turns out that 95% of airline crashes are caused by communication failures in the cockpit. These failures are not traceable, as some might think, to machine malfunction, such as headphone or microphone failure, but to human miscommunication, the way that information is conveyed by crew members to one other. In the example above, the co-pilot was trying to tell the pilot of an aircraft problem. But in the pilot's rush to get underway, he silenced his subordinate, who then clammed up, perhaps doubting his own judgment.

Some pilots have better safety records than others, but what distinguishes the best from the rest? Wanting to find out, the airlines commissioned a study to find out what pilots with the lowest error rates were doing that the others weren't. Surprisingly, the price of success in this instance was measurable in time, not money. Successful pilots, it was discovered, always took extra time to establish team rapport before taking their positions in the cabin. Most flight teams are newly- created groups of co-workers who have seldom worked together before. It was the pilot's approach to teamwork that really mattered— no matter how experienced the crew. The successful pilot always introduced himself, invited questions, and reminded crew that the number one priority was passenger safety. This seemingly banal routine was shown to have a decisive impact on the team's performance.¹

Interpreter supervisors have a lot to learn from this model. While I frequently choose the team members who will work together on a trial, too often I have taken for granted that they will be courteous in giving advice and support to one another. I have usually spoken to each one separately, but often do not have the occasion to sit down with the team together prior to "take-off." Disasters, of course, have a way of unfolding without warning: terrible chemistry between teammates; sniping; indifference; correcting a colleague to a third party without telling the colleague first; disappearing acts; burdening one's colleague with the lion's share of the work or exhausting the colleague with chitchat; endless uncertainty about when to take turns, or excessively detailed timekeeping schemes; high-and-mighty attitudes; failure to answer colleagues' questions; or outright derision at others' ignorance. Jealousy and in-fighting are particularly common among interpreters of lesser-used languages, who may perceive each other as competition for relatively few jobs.

Although the combination of personality traits is infinitely variable, an introductory routine would be an excellent approach to limit the potential for disaster. It is a good idea for a supervisor to make a habit of talking to teams before a trial begins. While scheduling these sessions maybe difficult to manage, team orientation should be a priority. The idea is to communicate directly and personally with the team members before they start, setting the tone for the trial.

A handout on Effective Interpreting Teams can be given, and then the interpreters would hear (with variations depending on the experience level): "Thank you for accepting this assignment with the court, and I hope your experience here will be rewarding. In my role as supervisor, I care a great deal about the quality of interpretation provided to the court. The judges are very mindful of the interpretation because they are used to high quality. I consider every interpreter an ambassador for the profession, and we are lucky to enjoy an excellent reputation because those we work for respect our skills. The team on this trial and in all trials has an important role to play. I am going to review what will be expected of you while this trial is pending so there is no misunderstanding about each one's responsibility.

Our priority here is the accuracy of the interpretation and consideration for your teammate. As team mates you have equal responsibility, even if your experience levels are different. Before the trial commences, you should agree on when to take turns with the microphone, keeping in mind that the person on the mike should be the one to pass it, not the other way around. Experience has shown that a flexible attitude toward switching is more effective than strictly timed half-hour intervals. If an opening statement lasts 40 minutes, the "on" interpreter may want to finish it before passing the mike. While interpreting, you may pass notes to each other on vocabulary questions, or assist each other with names, numbers and other details. The relief interpreter's role is to validate accuracy with the partner and to be available for attorney-client consultations, as well as for any emergency that may arise. Keep a record of case information in the event someone else comes in on the case who has not been here from the beginning. Do not absent yourself from the courtroom for more than a few minutes without warning because you have no way of knowing what may occur while you are out of the courtroom. Be friendly and available to one another without being overly judgmental. Share resources, knowledge and information and treat your team mate as your parachute: to be most trusted in times of emergency.

Your attitude is as important as your language ability. The interpreters are part of a much larger process, and should strive to remain in the background. I cannot stress enough the importance of punctuality: the interpreter may wait for others, but others should never wait for the interpreter. Both interpreters are expected to be in the courtroom at the appointed hour, unless previous arrangements have been made. Interpreters should not offer an opinion about trial strategy, witness credibility or someone else's translation; and if you are left alone in the presence of a defendant move a distance away so he will not be tempted to talk to you. Refer all questions to the attorney, even questions you know the answer to, such as "Where does the jury sit?" Courtroom protocol should be respected at all times, in body language as well as appearance. Do not slump in the chair or betray facial reactions to anything happening in the courtroom.

Do not try to do anyone else's job but your own. If asked to do something you are not sure is within your responsibility, please consult with your colleague and with me. If there are schedule changes in the trial, please convey them promptly to the office. We will also get any incoming message to you. In communication I may have with the judge, I represent the interpreter's point of view and can advise the court of potential problems. If you have any questions or concerns, we can discuss those now."

A meeting of this sort would take about 15 minutes. It is likely that fewer problems will present themselves once the team is put on notice that their cooperation is not only devoutly to be wished but expected.

It's not hard to be a good solo act when no one is watching, but the best interpreters, and those most valued by their supervisors, are those who are considered desirable teammates by their colleagues. Like a successful duet, a good interpreting team makes beautiful sense together. And the enjoyment factor increases twofold.