Presentation on theme: "Communicating in Teams"— Presentation transcript:
1 Communicating in Teams Guffey text Ch 2, Thill/Bovee text Ch 2, Robbins text Ch 8-91
2 Why Use Teams? When is this statement true? “Two together can accomplish more than two separately”When is this statement true?When is this statement not true?
3 Why Use Teams? Better decisions Faster response Increased productivity Greater “buy-in”Less resistance to changeImproved employee moraleReduced risks
4 Beware: Teams Aren’t Always the Answer Three tests:Is the work complex, requiring different perspectives?Does the work create a common purpose/set of goals? Is purpose as strong a motivator as existing individual goals?Are group members involved in interdependent tasks?
5 Characteristics of Successful Teams Small size, diverse makeupAgreement on purposeAgreement on proceduresAbility to deal with conflictUse of good communication techniquesAbility to collaborate rather than competeShared leadership
6 4 Stages of Team Development FORMINGSTORMINGNORMINGPERFORMINGTeams can get stuck, or repeat stages.
7 Roles Played by Team Members Task RolesInitiatorInformation seeker/giverOpinion seeker/giverDirection giverSummarizerDiagnoser
8 Roles Played by Team Members EnergizerGatekeeperReality testerWhat kinds of statements might be made by these role players?
9 Roles Played by Team Members Relationship RolesParticipation encouragerHarmonizer/ tension relieverEmotional climate evaluatorPraise giverEmpathic listenerWhat kinds of statements might be made by these role players?
10 Roles Played by Team Members Dysfunctional RolesBlockerAttackerRecognition-seekerJokerWithdrawerWhat kinds of statements might be made by these role players?
11 Skills for Team Leaders/Facilitators Task RelationshipsGoal settingAgenda makingClarifyingSummarizingVerbalizing consensusEstablishing work patternsFollowing procedures
12 Skills for Team Leaders/Facilitators Interpersonal RelationshipsRegulating participationMaintaining positive climateMaintaining mutual respectInstigating group self-analysisResolving conflictInstigating conflict
15 Task Conflict Low to moderate levels = functional Positive effect on group performance when stimulates discussion
16 Relationship Conflict Almost always dysfunctionalIncreases personality clashesDecreases understanding
17 Process Conflict At low levels = functional Becomes dysfunctional when Creates uncertainty about task rolesIncreases time to complete tasksLeads to members working at cross-purposes
18 Conflict: When to Call the Boss Conflict source is external to teamDysfunctional task or process conflict remains unresolvedteam applies conflict management processno immediate and sustained improvementRelationship conflict remains unresolved or creates hostile workplace environment
19 Discussion: Communication Matters Workplace Communication
20 Managing Conflict Conflict management styles Six-step procedure for managing conflictDealing with avoidanceGroup decision-making methods
22 Conflict Style: Avoiding BehaviorsAvoiding people you find troublesomeAvoiding issues that are unimportant, complex, or dangerousPostponing discussion until later
23 Conflict Style: Avoiding BenefitsReducing stressSaving timeSteering clear of dangerSetting up more favorable conditionsCostsDeclining working relationshipsResentmentDelaysDegraded communication and decision making
24 Conflict Style: Competing BehaviorsImposing of dictating a decisionArguing for a conclusion that fits your dataHard bargaining (making no concessions)
25 Conflict Style: Competing BenefitsAsserting your positionQuick victory potentialSelf-defenseTesting assumptionsCostsStrained work relationshipsSuboptimal decisionsDecreased initiative and motivationPossible escalation of 4 horsemen
26 Conflict Style Accommodating BehaviorsDoing a favor to help someoneBeing persuadedObeying an authorityDeferring to another’s expertiseAppeasing someone who is dangerous
27 Conflict Style: Accommodating BenefitsHelping someone outRestoring harmonyBuilding relationshipsChoosing a quick endingCostsSacrificed concernsLoss of respectLoss of motivation
30 Conflict Style: Collaborating BehaviorsReconciling interests through a win-win solutionCombining insights into a richer understanding
31 Conflict Style: Collaborating BenefitsHigh-quality decisionsLearning and communicationResolution and commitmentStrengthening relationshipsCostsTime and energy requiredPsychological demandsPossibility of offendingVulnerability risk
32 Six-Step Procedure for Managing Conflict Goal: Collaborate or CompromiseListenUnderstand the other point of viewShow concern for the relationshipLook for common groundInvent new problem-solving optionsReach a fair agreement
33 Dealing with Avoidance Clear the airIf you’re on a team with someone who seems consistently irritated, a martyr, or passive-aggressive:Ask for a private meetingSolicit feedbackListen without interrupting and with an open mindRequest permission to respond with equal openness
34 Group Decision-Making Methods Majority (vote)Consensus (buy-in)Minority (subgroup recommendation)Averaging (compromise)Authority rule with inputWhat are the advantages and disadvantages of each method?
36 Is a Meeting Necessary? Topic is important Need for input/decision is urgentRequires an exchange of ideasA meeting is not necessary when:Objective=distribute informationNo immediate feedback required
37 Productive Meetings Invite the right people Distribute an agenda Before the meetingInvite the right peoplethose who have informationthose who make decisionsthose who implement decisionsDistribute an agendaessential for introvertsinclude required pre-meeting preparation
38 Productive Meetings During the Meeting Establish ground rules Assign facilitator roleStart on time (watch socializing)Introduce agenda, add items if needed or put on “parking lot”Appoint a recorderEncourage balanced participationConfront conflict franklySummarize points of consensus
39 Productive Meetings Ending the meeting End on time Review meeting decisionsRemind people of action items (identify who will do what by when)Following upDistribute minutes of meetingAbsentees (for record)list of decisionsaction items
40 Organizing Team-Based Written and Oral Presentations See text (p )See consulting project on web siteSee boss (Loescher)Goal: Successful, meaningful, and FUN project