Guffey text Ch 2, Thill/Bovee text Ch 2, Robbins text Ch 8-9

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