© Prentice Hall, 2007Business Communication Essentials, 3eChapter 2 - 1 Chapter 2 Communicating in Teams and Mastering Listening and Nonverbal Communication

© Prentice Hall, 2007 Business Communication Essentials, 3e Chapter 2 - 1

Chapter 2Chapter 2Communicating in Teams Communicating in Teams and Mastering Listening and Mastering Listening

and Nonverbal and Nonverbal Communication SkillsCommunication Skills

Chapter 2Chapter 2Communicating in Teams Communicating in Teams and Mastering Listening and Mastering Listening

and Nonverbal and Nonverbal Communication SkillsCommunication Skills


TeamTeam

• What is the difference between a group and a team?


Group FormationGroup Formation 1. Forming: It is the orientation stage for group members.

2. Storming: Group members begin to stake out their positions; they begin to have conflicts and arguments.

3. Norming: Progress begins here. Group members begin to solve conflicts and recognize acceptable kinds on conduct. Rules can be written or unwritten, depending on the group.

4. Performing: The group begins to achieve it goals.

5. Adjourning: The group has completed its goals and tasks. It is time to disband and bring closure to the group.

6. Transforming: Individuals will incorporate the skills they have mastered as they encounter future groups


Overview of TeamsOverview of Teams

AdvantagesAdvantages DisadvantagesDisadvantages

Information and KnowledgeInformation and KnowledgeInformation and KnowledgeInformation and Knowledge

Diversity of ViewsDiversity of ViewsDiversity of ViewsDiversity of Views

Solution AcceptanceSolution AcceptanceSolution AcceptanceSolution Acceptance

Improved PerformanceImproved PerformanceImproved PerformanceImproved Performance

GroupthinkGroupthinkGroupthinkGroupthink

Hidden AgendasHidden AgendasHidden AgendasHidden Agendas

Free RidersFree RidersFree RidersFree Riders

Increased CostsIncreased CostsIncreased CostsIncreased Costs

Meeting problemsMeeting problems• Which three are most common problems in meetings

you attend?

• For example…– Meeting problem 1: No agenda or plan– Solution: Even if you are not officially leading the

meeting, develop a general outline of what you expect for and from the meeting. Share it at the beginning of the meeting. “My understanding is that…, is that correct?”

Ineffective MeetingsIneffective Meetings

• Characteristics of negative meetings†: 83% – drift from the subject 77% – poor preparation 74% – questionable effectiveness 68% – lack of listening 62% – verbose participants 60% – length 51% – lack of participation

† From Achieving Effective Meetings – Not Easy But Possible, Bradford D. Smart in a survey of 635 executives.

Effective MeetingsEffective Meetings

• What people are looking for in effective meetings‡: 88% – participation 66% – well defined meeting purpose 62% – address each item on the agenda 59% – assign follow-up action 47% – record discussion 46% – invite essential personnel 36% – publish an agenda

Why Effective Meetings?Why Effective Meetings?

• Opportunity Costs• A one-hour meeting with 2 managers and 4 employees:

Manager: $150/hour – $300Employees: $60/hour – $240.00

Total – $540.00

To meet or not to meet…To meet or not to meet…• Take a few moments to jot down your

thoughts. Would you call a group meeting to:– Announce a change in dress code– Provide a project update– Provide regular work team status– Introduce a new employee– Reconcile differences in a work team– Get feedback on a new proposal

To meet or not to meet…To meet or not to meet…– Announce a change in dress code – a memo/email can announce

the change, a meeting would be useful to answer questions and gain acceptance

– Provide a project update – pure status reports can be sent as memos or emails, meetings allow for questions and problems solving if necessary

– Provide regular work team status – pure status reports can be sent as memos or emails

– Introduce a new employee – one-on-one is best– Reconcile differences in a work team – a meeting is important so

all voices can be heard and fairness is ensured– Get feedback on a new proposal – a group meeting may foster

brainstorming. Individual meetings are important ensure you hear from those who may be intimidated in larger settings


Agenda ContentsAgenda Contents

• Date

• Location

• Time (start and end)

• Participants (required and optional)

• Topics

• Time (for each topic)

• Speakers (for each topic)


Participating in Participating in MeetingsMeetings

During the Meeting• Start on time and introduce the agenda.

• Consider an icebreaker

• Appoint the following

• Scribe

• Process checker

• Time keeper

• Encourage balanced participation.

• Confront conflict frankly.

• Summarize points of consensus along the way.


Planning and Planning and ParticipatingParticipatingin Meetingsin Meetings

Ending the Meeting and Following Up

• Review meeting decisions.

• Distribute minutes of meeting.

• Remind people of action items.

Meeting EtiquetteMeeting Etiquette• It is always astonishing that professionals poised to attend a

meeting enter a conference room empty handed and sometimes empty headed.

– If a printed agenda of the meeting was distributed prior to the start time, bring that agenda with you.

– Bring a paper and pen.

– If you are being asked to contribute to the meeting, bring supporting documents and be sure there are enough copies for everyone in the room.

– Bring fresh ideas and/or opinions after reading any materials provided prior to the meeting.

Meeting EtiquetteMeeting Etiquette• If you are invited to a meeting and cannot attend,

alert the person in charge of the meeting and tell him/her if you are sending a substitute.

• Latecomers should slip in, be seated, and catch up with what they missed after the meeting.

• Most meetings should be kept to an hour. Longer than an hour leads to brain numbness and a lack of energy in the room. If the topic is too broad and an hour isn’t enough, schedule a follow-up meeting.

• If it is a brainstorming meeting, invite interaction. Encourage lively discussions. Keep track of all ideas on a large board so everyone can see what has been brought up.

Additional ThoughtsAdditional Thoughts•Don’t Read to the Group

• Place more emphasis on processing information, than on giving information

• A meeting is a place to discuss an issue to assure agreement or full understanding.

•Everyone contributes to a meeting’s success. • Everyone must do their part. • If the material covered is not relevant to some people, arrange to have

them excused from that portion of the meeting. •Allow time for processing and group development

• Checking off agenda items in a rapid-fire process is not always productive. It may move the meeting along more quickly, but may leave you wondering ‘what happened?’ when it’s over.

Final ThoughtsFinal Thoughts•Praise! Praise! Praise!

• Praise people twice as much as you criticize. • Never let any good deed or action go unheralded in the

group. • Say thank you publicly at every meeting. • Recognize the value of peoples’ contributions at the

beginning or within the meeting.

•Plan. Plan. Plan. • Meeting design is the #1 mechanism for effective

meetings. • For each agenda item, make sure the group is clear about

the goals, processes, and functions.


What is the What is the difference between difference between

listening and listening and hearing?hearing?


Three Types of ListeningThree Types of Listening• Content – to understand and retain the

information given• Critical – to understand and evaluate the

meaning of the message (argument logic, evidence strength, speaker’s motives, etc.)

• Empathic – to understand the speaker’s feelings, needs, and wants to understand the speaker’s point of view


Barriers to ListeningBarriers to Listening

PhysicalPhysicalReception Reception

PhysicalPhysicalReception Reception

SelectiveSelectiveListeningListening

SelectiveSelectiveListeningListening PrejudgmentPrejudgmentPrejudgmentPrejudgment

SelectiveSelectivePerceptionPerception

SelectiveSelectivePerceptionPerception

Little CommonLittle CommonGroundGround

Little CommonLittle CommonGroundGround

MemoryMemoryProblemsProblems

MemoryMemoryProblemsProblems


Tips for Becoming anTips for Becoming anActive ListenerActive Listener

Tips for Becoming anTips for Becoming anActive ListenerActive Listener

• Stop talking.• Control your surroundings.• Establish a receptive mind-set.• Listen for main points.• Listen between the lines.• Judge ideas, not appearances.• Hold your fire.• Take selective notes.• Provide feedback.


MisconceptionsMisconceptionsAbout ListeningAbout Listening

• Listening is a matter of intelligence.

– FACT: Careful listening is a learned behavior.

• Speaking is more important than listening in the communication process.

– FACT: Speaking and listening are equally important.

• Listening is easy and requires little energy.

– FACT: Active listeners undergo the same physiological changes as a person jogging.

• Listening and hearing are the same process.

– FACT: Listening is a conscious, selective process. Hearing is an involuntary act.

• Competence in listening develops naturally.

– FACT: Untrained people listen at only 25 percent efficiency.


Categories of Nonverbal Categories of Nonverbal CommunicationCommunication

Touching BehaviorTouching BehaviorTouching BehaviorTouching Behavior

Vocal CharacteristicsVocal CharacteristicsVocal CharacteristicsVocal Characteristics

Facial ExpressionsFacial ExpressionsFacial ExpressionsFacial Expressions

Use of Time and SpaceUse of Time and SpaceUse of Time and SpaceUse of Time and Space

Personal AppearancePersonal AppearancePersonal AppearancePersonal Appearance

Gestures and PostureGestures and PostureGestures and PostureGestures and Posture


Four Space Zones for Four Space Zones for Social Interaction Social Interaction Among AmericansAmong Americans

1. Intimate Zone (1-1 1/2 feet)

2. Personal Zone (1 ½ to 4 feet)

3. Social Zone (4-12 feet)

4. Public Zone (12 or more feet)


Tips for Improving Tips for Improving Your Nonverbal SkillsYour Nonverbal Skills

• Establish and maintain eye contact.

• Use posture to show interest.

• Avoid assigning nonverbal meanings out of context.

• Associate with people from diverse cultures.

• Appreciate the power of appearance.

• Observe yourself on videotape.

• Enlist friends and family.


Nonverbal Behavior and Nonverbal Behavior and PerceptionPerception

A “Matching” QuizA “Matching” Quiz

1. Insecurity 2. Defensiveness 3. Cooperation4. Confidence 5. Nervousness 6. Frustration

Short breaths, “tsk” sound, clenched hands, wringing hands Steepled hands, hands behind back, hands on lapels of coat, broad gestures Arms crossed, sideways stance, touching and rubbing nose, rubbing eyes, drawing away Open hands, upper body in sprinter’s position, sitting on edge of chair, hand-to-face gestures Clearing throat, “whew” sound, whistling, smoking, fidgeting, tugging ears Pinching flesh, chewing pen, biting fingernails





6 Short breaths, “tsk” sound, clenched hands, wringing hands Steepled hands, hands behind back, hands on lapels of coat, broad gestures Arms crossed, sideways stance, touching and rubbing nose, rubbing eyes, drawing away Open hands, upper body in sprinter’s position, sitting on edge of chair, hand-to-face gestures Clearing throat, “whew” sound, whistling, smoking, fidgeting, tugging ears Pinching flesh, chewing pen, biting fingernails





6 Short breaths, “tsk” sound, clenched hands, wringing hands 4 Steepled hands, hands behind back, hands on lapels of coat, broad gestures Arms crossed, sideways stance, touching and rubbing nose, rubbing eyes, drawing away Open hands, upper body in sprinter’s position, sitting on edge of chair, hand-to-face gestures Clearing throat, “whew” sound, whistling, smoking, fidgeting, tugging ears Pinching flesh, chewing pen, biting fingernails





6 Short breaths, “tsk” sound, clenched hands, wringing hands 4 Steepled hands, hands behind back, hands on lapels of coat, broad gestures 2 Arms crossed, sideways stance, touching and rubbing nose, rubbing eyes, drawing away Open hands, upper body in sprinter’s position, sitting on edge of chair, hand-to-face gestures Clearing throat, “whew” sound, whistling, smoking, fidgeting, tugging ears Pinching flesh, chewing pen, biting fingernails





6 Short breaths, “tsk” sound, clenched hands, wringing hands 4 Steepled hands, hands behind back, hands on lapels of coat, broad gestures 2 Arms crossed, sideways stance, touching and rubbing nose, rubbing eyes, drawing away 3 Open hands, upper body in sprinter’s position, sitting on edge of chair, hand-to-face gestures Clearing throat, “whew” sound, whistling, smoking, fidgeting, tugging ears Pinching flesh, chewing pen, biting fingernails





6 Short breaths, “tsk” sound, clenched hands, wringing hands 4 Steepled hands, hands behind back, hands on lapels of coat, broad gestures 2 Arms crossed, sideways stance, touching and rubbing nose, rubbing eyes, drawing away 3 Open hands, upper body in sprinter’s position, sitting on edge of chair, hand-to-face gestures 5 Clearing throat, “whew” sound, whistling, smoking, fidgeting, tugging ears Pinching flesh, chewing pen, biting fingernails





6 Short breaths, “tsk” sound, clenched hands, wringing hands 4 Steepled hands, hands behind back, hands on lapels of coat, broad gestures 2 Arms crossed, sideways stance, touching and rubbing nose, rubbing eyes, drawing away 3 Open hands, upper body in sprinter’s position, sitting on edge of chair, hand-to-face gestures 5 Clearing throat, “whew” sound, whistling, smoking, fidgeting, tugging ears 1 Pinching flesh, chewing pen, biting fingernails

Documents

© Prentice Hall, 2007Business Communication Essentials, 3eChapter 2 - 1 Chapter 2 Communicating in Teams and Mastering Listening and Nonverbal Communication