guffey text ch 2, thill/bovee text ch 2, robbins text ch 8-9
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Communicating in Teams. Guffey text Ch 2, Thill/Bovee text Ch 2, Robbins text Ch 8-9. Why Use Teams?. “Two together can accomplish more than two separately” When is this statement true? When is this statement not true?. Why Use Teams?. Better decisions Faster response - PowerPoint PPT PresentationTRANSCRIPT
Guffey text Ch 2, Thill/Bovee text Ch 2, Robbins text Ch 8-9
Communicating in Teams
Why Use Teams?
“Two together can accomplish more than two separately”
When is this statement true? When is this statement not true?
Why Use Teams?
Better decisions Faster response Increased productivity Greater “buy-in” Less resistance to change Improved employee morale Reduced risks
Beware: Teams Aren’t Always the Answer
Three tests: 1) Is the work complex, requiring
different perspectives?2) Does the work create a common
purpose/set of goals? Is purpose as strong a motivator as existing individual goals?
3) Are group members involved in interdependent tasks?
Characteristics of Successful Teams
Small size, diverse makeup Agreement on purpose Agreement on procedures Ability to deal with conflict Use of good communication
techniques Ability to collaborate rather
than compete Shared leadership
4 Stages of Team
Development
FORMING STORMING NORMING PERFORMING
Teams can get stuck, or repeat stages.
Roles Played by Team Members
Task Roles• Initiator• Information seeker/giver• Opinion seeker/giver• Direction giver• Summarizer• Diagnoser
o Energizero Gatekeepero Reality tester
What kinds of statements might be made by these role players?
Roles Played by Team Members
Relationship Roles• Participation encourager• Harmonizer/
tension reliever• Emotional climate
evaluator• Praise giver• Empathic listener
What kinds of statements might be made by these role players?
Roles Played by Team Members
Dysfunctional Roles• Blocker• Attacker• Recognition-seeker• Joker• Withdrawer
What kinds of statements might be made by these role players?
Roles Played by Team Members
Skills for Team Leaders/Facilitators
Task Relationships• Goal setting• Agenda making• Clarifying• Summarizing• Verbalizing consensus• Establishing work patterns• Following procedures
Skills for Team Leaders/Facilitators
Interpersonal Relationships• Regulating participation• Maintaining positive climate• Maintaining mutual respect• Instigating group self-analysis• Resolving conflict• Instigating conflict
Conflict:Functional vs. Dysfunctional
Types of Conflict
Task Conflict Low to moderate levels =
functional Positive effect on group
performance when stimulates discussion
Relationship Conflict
Almost always dysfunctional Increases personality clashes Decreases understanding
Process Conflict At low levels = functional Becomes dysfunctional when
Creates uncertainty about task roles
Increases time to complete tasks
Leads to members working at cross-purposes
Conflict: When to Call the Boss Conflict source is external
to team Dysfunctional task or process
conflict remains unresolved team applies conflict
management process no immediate and sustained
improvement Relationship conflict remains
unresolved or creates hostile workplace environment
Discussion: Communication Matters
Workplace Communication
Managing Conflict
Conflict management styles
Six-step procedure for managing conflict
Dealing with avoidance Group decision-making
methods
Conflict Management Styles
Conflict Style: Avoiding
Behaviors Avoiding people you find
troublesome Avoiding issues that are
unimportant, complex, or dangerous
Postponing discussion until later
Conflict Style: Avoiding
Benefits Reducing stress Saving time Steering clear of
danger Setting up more
favorable conditions
Costs Declining
working relationships
Resentment Delays Degraded
communication and decision making
Conflict Style: Competing
Behaviors Imposing of dictating a
decision Arguing for a conclusion that
fits your data Hard bargaining (making no
concessions)
Conflict Style: Competing
Benefits Asserting your
position Quick victory
potential Self-defense Testing
assumptions
Costs Strained work
relationships Suboptimal
decisions Decreased
initiative and motivation
Possible escalation of 4 horsemen
Conflict Style Accommodating
Behaviors Doing a favor to help
someone Being persuaded Obeying an authority Deferring to another’s
expertise Appeasing someone who is
dangerous
Conflict Style: Accommodating
Benefits Helping
someone out Restoring
harmony Building
relationships Choosing a quick
ending
Costs Sacrificed
concerns Loss of respect Loss of
motivation
Conflict Style: Compromising
Behaviors Soft bargaining
(exchanging concessions) Taking turns Moderating your
conclusions
Conflict Style: Compromising
Benefits Pragmatism Speed and
expediency Fairness Maintaining
relationships
Costs Partially
sacrificed concerns
Suboptimal solutions
Superficial understandings
Conflict Style: Collaborating
Behaviors Reconciling interests
through a win-win solution Combining insights into a
richer understanding
Conflict Style: Collaborating
Benefits High-quality
decisions Learning and
communication Resolution and
commitment Strengthening
relationships
Costs Time and energy
required Psychological
demands Possibility of
offending Vulnerability risk
Six-Step Procedure for Managing Conflict
1. Listen2. Understand the other
point of view3. Show concern for the
relationship4. Look for common ground5. Invent new problem-
solving options6. Reach a fair agreement
Goal: Collaborate or CompromiseGoal: Collaborate or Compromise
Dealing with AvoidanceClear the air
If you’re on a team with someone who seems consistently irritated, a martyr, or passive-aggressive:
Ask for a private meeting Solicit feedback Listen without interrupting and
with an open mind Request permission to respond
with equal openness
Group Decision-Making Methods
Majority (vote) Consensus (buy-in) Minority (subgroup recommendation) Averaging (compromise) Authority rule with input
What are the advantages and disadvantages of each method?
Productive Meetings
Is a Meeting Necessary?
Topic is important Need for input/decision is urgent Requires an exchange of ideas
A meeting is not necessary when:Objective=distribute information No immediate feedback required
Productive Meetings
Before the meeting• Invite the right people
• those who have information• those who make decisions• those who implement decisions
• Distribute an agenda• essential for introverts• include required pre-meeting
preparation
Productive Meetings During the Meeting
Establish ground rulesAssign 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
Productive Meetings
Ending the meeting• End on time• Review meeting decisions• Remind people of action items
(identify who will do what by when)
Following up• Distribute minutes of meeting
• Absentees (for record)• list of decisions • action items
Organizing Team-Based Written and Oral Presentations
See text (p. 53-55) See consulting project
on web site See boss (Loescher)
Goal: Successful, meaningful, and FUN project