Chapter 5 Teamwork and Global Considerations The thirteenth edition of Technical Communication includes team projects at the end of most chapters. Additional projects can be found in this manual (See Table of Master Sheets, p. v). These assignments serve several purposes: 1. They offer practice in collaborative writing, a frequent arrangement in the workplace, especially for long and complex documents. Team members face many challenges, including assigning and completing tasks; making timetables; meeting deadlines; organizing data from various sources; achieving a uniform and appropriate style in a team-written document; evaluating and being evaluated by peers; learning to manage a project—and to be managed. In short, students learn the meaning of working together toward a goal. 2. Team projects confront students with interpersonal problems that almost invariably crop up during any demanding group effort: achieving consensus and cooperation; overcoming personality differences; dealing with poorly motivated or domineering colleagues; achieving fair distribution of labor; and so on. In short, students learn how to get along to get the job done. 3. Team projects enable weaker writers to benefit by working with stronger writers in planning, researching, drafting, and revising a document. 4. Team projects often enable team members to accomplish a broader range of tasks than any student could accomplish individually. Admittedly, any team project can have disappointing results for instructors and students alike. But even a project that proves disastrous can go a long way toward teaching students something about accountability and shared responsibility. One strategy to minimize potential team conflicts is to allow students to participate in the team formation process. Rather than randomly assign students to teams or to allow students to self-select their teams, hold a Team Fair during a class period. This activity will take approximately 20–30 minutes and will result in a clamorous classroom. The students should have filled out parts of a Team Questionnaire (Master Sheet 37) before coming to class. In class, direct them to get out of their seats and introduce themselves to other classmates with the goal of comparing schedules and learning about each other’s career interests. Tell them to introduce themselves to as many classmates as time allows and intervene only when you see students staying in one spot or clumping into an impenetrable group. Have the students fill in the section on the form for teammate requests. Students will appreciate the opportunity to get to know their classmates and to have input into the teams. Ultimately, however, you will create the teams, but attempt to honor as many of the students’ requests as possible. The success of a team project depends primarily on the group’s motivation. One way to stimulate motivation is by asking each group to elect a project manager. The manager will then assign tasks and, at project’s end, will evaluate in writing each member’s contribution. Each member, in turn, will evaluate the manager. In an online class, teamwork can be a challenge. However, virtual technologies (see page 87) and learning management systems offer useful options. Students can use wikis or Google Docs to create written work, and meetings held via Skype or chats can be quite successful. You may want to create team discussion forums that you are able to monitor for team activity and cooperation. The various exercises and forms in this chapter can be adapted for online class use.

Learning Objectives Manage a team project and run a successful meeting Help team members overcome personal differences Use listening skills and creative thinking in group settings Brainstorm using face-to-face and digital methods Review and edit the work of your peers

Learning Objectives (continued) Avoid unethical behavior as a team member Understand how to work productively on a global team

Teamwork Complex documents (especially long reports, proposals, and manuals) are rarely produced by one person working alone. Traditionally composed of people from one location, teams are increasingly distributed across different job sites, time zones, and countries. Whether the team is on-site or distributed, members have to find ways of working together.

Guidelines for Teamwork For a team to work effectively, consider the following guidelines: Appoint a group leader Define a clear and definite goal Identify the type of document required Divide the tasks Establish a timetable Decide on a meeting schedule Establish a procedure for responding to the work of other members

Guidelines for Teamwork (continued) Develop a file-naming system for various drafts Establish procedures for dealing with interpersonal problems Select a group decision-making style Decide how to evaluate each member’s contribution Prepare a project management plan Submit regular progress reports

Virtual Meetings Some of the technologies available for virtual meetings include the following: email blogs conference calls internet conferencing webinars digital whiteboards collaborative writing software project management software

Face-to-Face Meetings Despite many digital tools for collaboration, face-to-face meetings are still a fact of life because they provide vital personal contact. Meetings are usually scheduled for two purposes: to convey or exchange information, or to make decisions. Taking charge in a meeting doesn’t mean imposing one’s views or stifling opposing views. It does mean moving the discussion along and keeping it centered on the issue.

Face-to-Face Meetings Guidelines for Face-to-Face Meetings To conduct a successful face-to-face meeting, follow these guidelines: Set an agenda Ask each person to prepare as needed Appoint a different “observer” for each meeting Begin by summarizing the minutes of the last meeting Give all members a chance to speak Stick to the issue Keep things moving Observe, guide, and listen

Guidelines for Face-to-Face Meetings (continued) Summarize major points before calling for a vote End the meeting on schedule

Sources of Conflict in Collaborative Groups Even the most dynamic group setting can produce conflict because of differences such as the following. Interpersonal differences: People might clash because of differences in personality, working style, commitment, standards, or ability to take criticism. Gender differences: Gender differences can create perceptions of inequality. Cultural differences: Issues such as the use of humor, ways of expressing politeness, or cultural references can cause misunderstandings.

Managing Group Conflict Guidelines for Managing Group Conflict To manage group conflict, follow these guidelines: Give everyone a chance to be heard. Take everyone’s feelings and opinions seriously. Don’t be afraid to disagree. Offer and accept constructive criticism. Find points of agreement with others who hold different views. When the group does make a decision, support it fully.

Overcoming Differences by Active Listening Effective listening requires active involvement instead of merely passive reception. In other words, active listening. Some ways to be an active listener include not dictating, being receptive, keeping an open mind, being courteous, showing genuine interest, hearing the speaker out, focusing on the message, asking for clarification when needed, and observing the 90/10 rule (listen 90% of the time, speak 10% of the time).

Thinking Creatively Use the following techniques to get started: Brainstorming (by hand or using digital technologies), Mind-mapping, and Storyboarding.

Reviewing and Editing Others’ Work Documents produced collaboratively are reviewed and edited extensively. Reviewing means evaluating how well a document connects with its audience and meets its purpose in terms of accuracy, usefulness, organization, style, and design. Editing means actually “fixing” the piece—making it more precise and readable by rephrasing sentences, choosing better words or phrases, and fixing spelling, grammar, and mechanical errors.

Guidelines for Reviewing and Editing Others’ Work When editing someone else’s work, follow these guidelines: Read the piece at least twice before editing Be aware that mere mechanical correctness does not guarantee effectiveness Keep in mind the limits of editing Be honest and diplomatic Focus first on the big picture Explain why something doesn’t work Make recommendations

Workplace Collaboration Ethical Abuses in Workplace Collaboration Avoid the following ethical abuses when working with others: Intimidating one’s peers Claiming credit for others’ work Hoarding information

Global Considerations when Working in Teams In today’s global environment, teams are often composed of people all over the world. Keep in mind the following potential interpersonal issues. Missing social cues in virtual meetings Misunderstanding cultural codes Misusing humor, slang, and idioms Misusing culturally specific references Failing to allow for easy translation Failing to listen

Review Questions Why is teamwork important in today’s workplace? What are five technologies that can be used to facilitate virtual meetings? Why are face-to-face meetings still important in today’s workplace? What does taking charge mean and not mean? What are the three main sources of conflict in collaborative groups? Answers 1. Complex documents are rarely produced by one person working alone, and today’s employees are dispersed throughout the country and the world. 2. Any of the following: email, blogs, conference calls, internet conferencing, webinars, digital whiteboards, collaborative writing software, project management software. 3. They provide vital personal contact. 4. Taking charge means moving the discussion along and keeping it centered on the issue, not imposing one’s views or stifling opposing views. 5. Interpersonal differences, gender differences, and cultural differences.

Review Questions (continued) What is active listening? What are three techniques for thinking creatively prior to starting a team project? What is the difference between reviewing and editing? Name three ethical abuses in workplace collaboration? What are the six interpersonal issues that can affect global teams negatively? Answers (continued) 6. Active involvement when listening instead of mere passive reception. 7. Brainstorming, mind-mapping, and storyboarding. 8. Reviewing means evaluating how well a document connects with its audience and meets its purpose in terms of accuracy, usefulness, organization, style, and design. Editing means actually “fixing” the piece—making it more precise and readable by rephrasing sentences, choosing better words or phrases, and fixing spelling, grammar, and mechanical errors. 9. Intimidating one’s peers, claiming credit for others’ work, and hoarding information. 10. Missing social cues in virtual meetings, misunderstanding cultural codes, misusing humor, slang, and idioms, misusing culturally specific references, failing to allow for easy translation, and failing to listen.