Copyright © 2010, 2007, 2004 Pearson Education, Inc Prepared By: Renee Brokaw University of North Carolina, Charlotte This multimedia product and its contents are protected under copyright law. The following are prohibited by law: Any public performance or display, including transmission of any image over a network; Preparation of any derivative work, including the extraction, in whole or in part, of any images; Any rental, lease, or lending of the program. 1

Copyright © 2010, 2007, 2004 Pearson Education, Inc Unit 3 Communicating with Groups and Teams 2

Copyright © 2010, 2007, 2004 Pearson Education, Inc Chapter 10 Enhancing Group and Team Performance 3

Copyright © 2010, 2007, 2004 Pearson Education, Inc Principles of a Lifetime Principle Five: Appropriately adapt messages to others Principle One: Be aware of your communication with yourself and others Principle Two: Effectively use and interpret verbal messages Principle Three: Effectively use and interpret non-verbal messages Principle Four: Listen and respond thoughtfully to others 4

Copyright © 2010, 2007, 2004 Pearson Education, Inc Effective Group and Team Members Identify and Implement Key Functions Identify a clear, elevating goal Develop a Results-Driven Structure Gather and Use Information Effectively Develop Options Evaluate Ideas Develop Sensitivity Toward Others 5

Copyright © 2010, 2007, 2004 Pearson Education, Inc Identify and Implement Key Functions to Achieve Goals Functional Approach Key tasks must be performed Vigilant Thinkers Ask what their goal is Ask what needs to be changed Ask negative or positive aspects of options 6

Copyright © 2010, 2007, 2004 Pearson Education, Inc Identify Goals Define clear goal, elevating goal Make goal exciting Ensure goal is significant 7

Copyright © 2010, 2007, 2004 Pearson Education, Inc Develop a Results-Driven Structure “If wishes were horses, then beggars would ride.” Action follows goal setting Action focuses on group goal Action is driven by results 8

Copyright © 2010, 2007, 2004 Pearson Education, Inc Solving Problems Gather the information Use information effectively Draw accurate conclusions 9

Copyright © 2010, 2007, 2004 Pearson Education, Inc Effective Groups and Teams Develop Options Evaluate ideas Develop sensitivity towards others 10

Copyright © 2010, 2007, 2004 Pearson Education, Inc Problem Solving Groups and teams need structure Groups and teams need interaction Groups and teams need to practice reflective thinking 11

Copyright © 2010, 2007, 2004 Pearson Education, Inc Balancing Structure and Interaction 12

Copyright © 2010, 2007, 2004 Pearson Education, Inc Step 1: Identify and Define the Problems What is the specific problem? What do we want more or less of? What defines the problem? Who is harmed and do the effects occur? 13

Copyright © 2010, 2007, 2004 Pearson Education, Inc Phrase Problem as a Policy Question What should be done to lower tuition? What should be done to lower taxes? What should be done to lower health care costs? 14

Copyright © 2010, 2007, 2004 Pearson Education, Inc Journalist’s Six Questions Who?What?When?Where?Why?How? 15

Copyright © 2010, 2007, 2004 Pearson Education, Inc Step 2: Analyze the Problem What’s the duration of the problem? How widespread is the problem? What are the causes and effects? Who is harmed? 16

Copyright © 2010, 2007, 2004 Pearson Education, Inc Criteria Standards for Solutions Should be inexpensive Should be implemented by a certain date Should be accepted by all group members Should be accepted by all persons affected 17

Copyright © 2010, 2007, 2004 Pearson Education, Inc Force Field Analysis 18

Copyright © 2010, 2007, 2004 Pearson Education, Inc Step 3: Generate Creative Solutions Ensure group understands the problem Review and analyze the problem Promote freedom of expression Suspend judgment Listen to minority points of view Don’t rush the creative process 19

Copyright © 2010, 2007, 2004 Pearson Education, Inc Brainstorming Nominal group technique –Silent brainstorming 20

Copyright © 2010, 2007, 2004 Pearson Education, Inc Brainstorming Techniques 21 Suspend judgment Express many ideas Piggyback off of other ideas Identify wild ideas Record ideas End with evaluation

Copyright © 2010, 2007, 2004 Pearson Education, Inc Challenge Question The key to making brainstorming work is to A.Focus more on evaluating ideas and less on generating ideas. B.Have group or team members offer only their best ideas. C.Focus both on evaluating ideas and on generating ideas. D.Focus solely on generating ideas and avoid evaluation. 22

Copyright © 2010, 2007, 2004 Pearson Education, Inc Answer The key to making brainstorming work is to A.Focus more on evaluating ideas and less on generating ideas. B.Have group or team members offer only their best ideas. C.Focus both on evaluating ideas and on generating ideas. D.Focus solely on generating ideas and avoid evaluation. 23

Copyright © 2010, 2007, 2004 Pearson Education, Inc Step 4: Select the Best Solution Decision by expert Rank Rate Majority rule Consensus 24

Copyright © 2010, 2007, 2004 Pearson Education, Inc Consensus Be goal-oriented Listen Promote honest dialogue and discussion 25

Copyright © 2010, 2007, 2004 Pearson Education, Inc Groupthink Space Challenger explosion Texas A & M bonfire tragedy September 11, 2001 terrorist attacks Columbia space shuttle disaster 26

Copyright © 2010, 2007, 2004 Pearson Education, Inc Strategies to Overcome Groupthink Don’t agree with someone based on status Seek outside evaluation Assign devil’s advocate role Consider pros and cons in smaller groups 27

Copyright © 2010, 2007, 2004 Pearson Education, Inc T-Chart 28

Copyright © 2010, 2007, 2004 Pearson Education, Inc Step 5: Take Action Conduct pilot test Define structure Record roles Review action plan 29

Copyright © 2010, 2007, 2004 Pearson Education, Inc Approaches to Leadership Trait Functional Styles Situational Transformational 30

Copyright © 2010, 2007, 2004 Pearson Education, Inc Trait Approach: Are Leaders Born or Made Identifiable Traits Intelligence Confidence Social skills General administrative skills Physical energy Enthusiasm 31

Copyright © 2010, 2007, 2004 Pearson Education, Inc Functional Approach Task Functions Process Functions Set and record agenda Define meeting’s length Coordinate handouts Foster new ideas Seek information Suggest options and evaluate ideas Energize the team Mediate conflict Facilitate compromise Monitor discussion 32

Copyright © 2010, 2007, 2004 Pearson Education, Inc Styles Approach Authoritarian Leader Democratic Leader Laissez-faire Leader Makes all policy decisions Dictates each step, makes future steps unclear Tells people what to do Attains decisions by consensus Discusses each step and future goals Serves as facilitator Gives little direction Volunteers information only if asked Doesn’t assign work 33

Copyright © 2010, 2007, 2004 Pearson Education, Inc Situational Leadership Leaders Adapt to: Quality of group relationships Nature of the task Time limitations 34

Copyright © 2010, 2007, 2004 Pearson Education, Inc Transformational Leadership Leaders Influence Others By: Building a shared vision Challenging existing paradigms Creating a climate of trust 35

Copyright © 2010, 2007, 2004 Pearson Education, Inc Challenge Question Bill is a task-oriented leader. He develops the group’s agenda. He assigns tasks to members and encourages them to make the decisions he prefers. Bill’s style of leadership is A.Democratic. B.Authoritarian. C.Laissez-fare. D.Trait. 36

Copyright © 2010, 2007, 2004 Pearson Education, Inc Answer Bill is a task-oriented leader. He develops the group’s agenda. He assigns tasks to members and encourages them to make the decisions he prefers. Bill’s style of leadership is A.Democratic. B.Authoritarian. C.Laissez-fare. D.Trait. 37

Copyright © 2010, 2007, 2004 Pearson Education, Inc Great Agendas: Step One Determine meeting goals by –Giving information –Discussing information –Taking action 38

Copyright © 2010, 2007, 2004 Pearson Education, Inc Great Agendas: Step Two Identify elements of discussion to attain goals –What topics need to be covered –What information you need –What information you need to focus on 39

Copyright © 2010, 2007, 2004 Pearson Education, Inc Step Three: Organize the Agenda 40 Step 1 Identify and define the problem Step 2 Analyze the problem Step 3 Generate creative options Step 4 Select the best option Step 5 Take action

Copyright © 2010, 2007, 2004 Pearson Education, Inc Sample Agenda 1.Call the group together 2.Develop the agenda 3.Determine minimum number of people (quorum) 4.Call the meeting to order 5.Chart meeting progress 6.Decide when to take a vote 7.Prepare final report 41

Copyright © 2010, 2007, 2004 Pearson Education, Inc Manage Meetings Use gatekeeping skills Use metadiscussion Monitor time Use structure to manage discussion 42

Copyright © 2010, 2007, 2004 Pearson Education, Inc Manage Meetings 43 Structure Determine goals Identify steps to achieve goals Organize agenda Interaction Use gatekeeping skills Use metadiscussion Monitor time Use structure to manage discussion

Copyright © 2010, 2007, 2004 Pearson Education, Inc Challenge Question The first step in planning an effective meeting is A.Organizing the agenda. B.Distributing the agenda before the meeting. C.Identifying the discussion topics. D.Identifying the meeting goals. 44

Copyright © 2010, 2007, 2004 Pearson Education, Inc Answer The first step in planning an effective meeting is A.Organizing the agenda. B.Distributing the agenda before the meeting. C.Identifying the discussion topics. D.Identifying the meeting goals. 45