Presentation on theme: "Communicating in Teams"— Presentation transcript:
1Communicating in Teams Guffey text Ch 2, Thill/Bovee text Ch 2, Robbins text Ch 8-91
2Why 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?
3Why Use Teams? Better decisions Faster response Increased productivity Greater “buy-in”Less resistance to changeImproved employee moraleReduced risks
4Beware: 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?
5Characteristics 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
64 Stages of Team Development FORMINGSTORMINGNORMINGPERFORMINGTeams can get stuck, or repeat stages.
7Roles Played by Team Members Task RolesInitiatorInformation seeker/giverOpinion seeker/giverDirection giverSummarizerDiagnoser
8Roles Played by Team Members EnergizerGatekeeperReality testerWhat kinds of statements might be made by these role players?
9Roles Played by Team Members Relationship RolesParticipation encouragerHarmonizer/ tension relieverEmotional climate evaluatorPraise giverEmpathic listenerWhat kinds of statements might be made by these role players?
10Roles Played by Team Members Dysfunctional RolesBlockerAttackerRecognition-seekerJokerWithdrawerWhat kinds of statements might be made by these role players?
11Skills for Team Leaders/Facilitators Task RelationshipsGoal settingAgenda makingClarifyingSummarizingVerbalizing consensusEstablishing work patternsFollowing procedures
12Skills for Team Leaders/Facilitators Interpersonal RelationshipsRegulating participationMaintaining positive climateMaintaining mutual respectInstigating group self-analysisResolving conflictInstigating conflict
15Task Conflict Low to moderate levels = functional Positive effect on group performance when stimulates discussion
16Relationship Conflict Almost always dysfunctionalIncreases personality clashesDecreases understanding
17Process Conflict At low levels = functional Becomes dysfunctional when Creates uncertainty about task rolesIncreases time to complete tasksLeads to members working at cross-purposes
18Conflict: 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
19Discussion: Communication Matters Workplace Communication
20Managing Conflict Conflict management styles Six-step procedure for managing conflictDealing with avoidanceGroup decision-making methods
22Conflict Style: Avoiding BehaviorsAvoiding people you find troublesomeAvoiding issues that are unimportant, complex, or dangerousPostponing discussion until later
23Conflict Style: Avoiding BenefitsReducing stressSaving timeSteering clear of dangerSetting up more favorable conditionsCostsDeclining working relationshipsResentmentDelaysDegraded communication and decision making
24Conflict Style: Competing BehaviorsImposing of dictating a decisionArguing for a conclusion that fits your dataHard bargaining (making no concessions)
25Conflict Style: Competing BenefitsAsserting your positionQuick victory potentialSelf-defenseTesting assumptionsCostsStrained work relationshipsSuboptimal decisionsDecreased initiative and motivationPossible escalation of 4 horsemen
26Conflict Style Accommodating BehaviorsDoing a favor to help someoneBeing persuadedObeying an authorityDeferring to another’s expertiseAppeasing someone who is dangerous
27Conflict Style: Accommodating BenefitsHelping someone outRestoring harmonyBuilding relationshipsChoosing a quick endingCostsSacrificed concernsLoss of respectLoss of motivation
28Conflict Style: Compromising BehaviorsSoft bargaining (exchanging concessions)Taking turnsModerating your conclusions
30Conflict Style: Collaborating BehaviorsReconciling interests through a win-win solutionCombining insights into a richer understanding
31Conflict Style: Collaborating BenefitsHigh-quality decisionsLearning and communicationResolution and commitmentStrengthening relationshipsCostsTime and energy requiredPsychological demandsPossibility of offendingVulnerability risk
32Six-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
33Dealing 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
34Group 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?
36Is 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
37Productive 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
38Productive 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
39Productive 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
40Organizing Team-Based Written and Oral Presentations See text (p )See consulting project on web siteSee boss (Loescher)Goal: Successful, meaningful, and FUN project