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University of Connecticut MECHANICAL ENGINEERING
Communication Styles, Personalities & Group Dynamics
University of Connecticut MECHANICAL ENGINEERING
Communication
University of Connecticut MECHANICAL ENGINEERING
Communication
Job Interviews
Speeches
Problem Solving
Public Relations
Cultivating Clients
Running a Business
Teaching
Chairing a Meeting
Dealing WithEvery DayLife Issues
Many Formats of Communication
University of Connecticut MECHANICAL ENGINEERING
Golden RuleTreat others the way you want to be treated.
Golden Rule of CommunicationCommunicate with others according to THEIR thinking preference, not according to your own.
University of Connecticut MECHANICAL ENGINEERING
Key Factors in Good Communication
A communication is only complete when it is transmitted, received, understood, and acted upon. Be aware of filters (especially brain dominance different from your own)!
A good communicator is a good listener.
A positive attitude is important - it’s communicated through body language and carries half the weight of the communication.
University of Connecticut MECHANICAL ENGINEERING
Oral Meeting Communication Types
Group
peer-peer, supervisor-employee
teaming / brainstorming
briefings
lectures, presentations
education
sell programs, proposals, ideas, ...
One-on-One
peer-peer, supervisor-employee, professional -
nonprofessional
interview (-ee, -er)
performance reviews
coach/mentor - protégé
task assignment
training request, recommendation
University of Connecticut MECHANICAL ENGINEERING
Communication Characteristics
Boss
Demands respect
Is a taskmaster
Is critical
Rules by fear
Commands
Makes work a burden
Punishes mistakes
Leader
Earns respect
Is a coach
Is encouraging
Guides by example
Inspires
Makes work fun
Rewards success
University of Connecticut MECHANICAL ENGINEERING
What Will be Your Oral Meeting Types?
Group: Team-to-team mates, team-advisors [faculty, company]
Teaming / brainstorming
Briefings
Company interview
Development of project proposal
University of Connecticut MECHANICAL ENGINEERING
What Will You Try to Accomplish?
To communicate information or instruction and persuade an audience
To evaluate a group of listeners in order to address their interests
To stimulate cooperation and constructive criticism
To compare and interpret data
To generate support for you, your ideas, your results
…….
University of Connecticut MECHANICAL ENGINEERING
Meeting Requirements
Prepare ahead of time for meetingHave an idea what you want to say, to happen, to accomplishOrganize the meeting, have an agendaChoose the attendees (if you call the meeting)Know your audienceBe open mindedExercise your listening ability (many facets)Prepare minutes of meeting (design notebook extension) chronological minutes issues/problems, progress, resolutions
University of Connecticut MECHANICAL ENGINEERING
The Communication CycleThere are 4 steps in the communication cycle
1- When you have something to say or advocate, a point of view
2- When to inquire as to a response from those you are speaking to
3- When you reflect or listen for the meaning of the others’ point of view
4- When you decide to continue listening, advocating or inquiring
University of Connecticut MECHANICAL ENGINEERING
Listening SkillsDemonstrate you understand other person’s point of view
How to listen?Reflective: listening for what’s behind the words, the
meaning.
Active: verbal, paraphrasing in your own words.
Nonverbal: attending Good non-verbal skills:
– eye contact, – open posture, – head nods, – sitting upright and forward, – facial expressions
University of Connecticut MECHANICAL ENGINEERING
Listening to EmpowerThere is no reason to complete four steps if solution to problem is found
1- Explore the problem reflect and inquire for clarification
2- SummarizeProblem: “Your problem seems to be ….”Goal: “Given that problem, your goal is to ….”Demonstration of mutual understanding of problem
3- InviteTheir ideas: “How have you thought about reaching your goal?”Do they want yours: “Are you interested in my ideas?”
4- ResolveAdvocate, Inquire, Reflect
University of Connecticut MECHANICAL ENGINEERING
Effective Use of Reflecting Tips
Stop talking - to others, to yourself. You can’t listen if you are talking
Imagine the other person’s point of view.
Look, act and be interested. Don’t do other things while others are talking.
Observe non-verbal behavior.
Don’t interrupt.
To ensure understanding, rephrase what the other person has said at key point in the discussion.
University of Connecticut MECHANICAL ENGINEERING
Communication Format: Interviewing
Prepare for the interviewdetermine format of interviewdetermine who will be the intervieweedetermine the organizational structure of the
company determine the nature of the job you are interviewing
forcome with your application letter and several copies
of your resume
University of Connecticut MECHANICAL ENGINEERING
Be careful of your interview stylebody movementvoiceeye contact
Pay attention to your questioning skillsprepare a list of questions prior to interview let your interviewer speak, listen to what he/she saysask about benefit, but show your interest in the long term
view
Interviewing: Employment, Sponsor
University of Connecticut MECHANICAL ENGINEERING
Employment Interviews: Plan, content, etc
Organize and plan aheadLearn about company and productsLearn about locationLearn about stock history
Discuss job and futureDiscuss training and educationDiscuss …….Discuss benefitsDiscuss salary
University of Connecticut MECHANICAL ENGINEERING
Interviews: Which questions are appropriate?
Please describe the duties of the job for meWhat kind of assignments might I expect during the first 6 months on the job?What products/services are in the development stage?Where does this position fit in the organizational structure?What skills are important for someone in this position?Does your company encourage further education?Does your company offer a single or a dual-track career?What kind of training/courses are helpful in this field?What do you like best / least about your job?Can you describe a typical day on the job?
University of Connecticut MECHANICAL ENGINEERING
Interviews: Which questions are appropriate?
Are salary adjustments geared to cost of living or job performance?
How often are performance reviews given?
Have you cut staff in the last three years?
Do you offer flextime?
Is your company environmentally conscious?
What is the largest single problem facing your staff today?
How much travel, if any, is involved in this position?
What is the usual promotional time?
What is the range for entry-level salaries?
University of Connecticut MECHANICAL ENGINEERING
Personalities
University of Connecticut MECHANICAL ENGINEERING
Reading People
First impressions and discovering patterns Spend time with people, learn to understand
them Stop, look and listen To get others to open up, you must open up
first Be objective
Final impressions governed by personality preferences.
University of Connecticut MECHANICAL ENGINEERING
Reading People
To discover meaningful / reliable patternsObserve most striking characteristic
First impressions count: education, sex, age, race, mannerisms, physical characteristics
Consider each characteristic in light of circumstancesLook for extremes
Hardworking vs. lazy, generous vs. stingy, considerate vs. rude
Identify deviations from patternsDistinguish between elective / nonelective traits
Clothing, jewelry, mannerisms, behavior w. boss/peer Thin line between appearance and body language
University of Connecticut MECHANICAL ENGINEERING
Reading People: You & Others
Do’s and don’t of listeningDo not interruptBe empathic, do not argueStay close, but do not be a space intruderBe involved, not intenseBe aware of your body languageListen with all your senses
University of Connecticut MECHANICAL ENGINEERING
Reading Yourself
Personality Concepts: How we think?, How we act?
Herrmann Brain Dominance Instrument [HBDI] Left brain-right brain Limbic-cerebral
Myers-Briggs Type Indicator [MBTI] Preference Type Temperament
University of Connecticut MECHANICAL ENGINEERING
Important Personality Observations
All thinking modes and profiles are valuable; there is no right or wrong.The brain is specialized and situational—different modes are used for different tasks. Each person represents a unique coalition of thinking preferences.Preferences emerge early and tend to remain stable.Life’s experiences can affect them.Understanding others preferences helps people communicate and collaborate.
Test instruments do not measure ability, intelligence or performance
University of Connecticut MECHANICAL ENGINEERING
Herrmann Brain Dominance Instrument® (HBDI®)
University of Connecticut MECHANICAL ENGINEERING
Myers-Briggs Personality : 4 Opposite Preferences
Where we focus our attention – what energizes us? E = extroverting I = introverting
How we take in information? S = sensing N = intuiting
How we evaluate information and make decisions? T = thinking F = feeling
What is our lifestyle orientation? J = judging P = perceiving
Free On-Line Test http://sminds.com/mbti/
University of Connecticut MECHANICAL ENGINEERING
ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ
Sensing Intuitive
Ext
rove
rts
I
ntr
ove
rts
University of Connecticut MECHANICAL ENGINEERING
ISTJTake Your
Time & Do It Right
ISFJOn My
Honor, to Do My Duty
INFJCatalyst for
Positive Change
INTJCompetence+ Independ. = Perfection
ISTPDoing the Best With
what I’ve Got
ISFPIt’s The
Though That Counts
INFPStill Waters Run Deep
INTPIngenious Problem Solvers
ESTPLet’s Get
Busy
ESFPDon’t Worry – Be Happy
ENFPAnything’s Possible
ENTPLife’s Entre-
preneurs
ESTJTaking Care of Business
ESFJWhat Can I Do For You
ENFJPublic
Relations Specialist
ENTJAll is Fine –
I’m in Charge
University of Connecticut MECHANICAL ENGINEERING
Team Work
University of Connecticut MECHANICAL ENGINEERING
Why GROUPS are Formed?
What is a group?
Types of groupsInformal
Social Interest
Formal Task groups Command groups Committee
University of Connecticut MECHANICAL ENGINEERING
Why are TEAMS Formed?
Teams are a special type of group
Formed to address a specific task or challenge
Members bring specific skill set to team
University of Connecticut MECHANICAL ENGINEERING
Team Characteristics
Individual & mutual accountability
Collective work products
Open-ended discussions
Does real work, does not delegate
Different personalitiesMeyers_Briggs indicator: extrovert vs
introvert, sensing vs intuitive, thinking vs feeling, judgment vs perception
University of Connecticut MECHANICAL ENGINEERING
Effective Team Member
Takes responsibility for the success of the team.
• Delivers on commitments.• Contributes to discussions.• Listens and asks helpful questions.• Gets the message across clearly.• Gives and receives useful feedback.
University of Connecticut MECHANICAL ENGINEERING
Team Leader: Types
• Traditional
• Passive
• Facilitative
University of Connecticut MECHANICAL ENGINEERING
Traditional Leader
• Directive and controlling (“bossy”)• No questions—just do it!• Sole decision maker• Nontrusting• Ignores input• Autocratic
University of Connecticut MECHANICAL ENGINEERING
Passive Leader
• Has a hands-off approach.• Gives too much freedom.• Does not guide or direct.• Provides extreme empowerment.• Uninvolved• Figurehead
University of Connecticut MECHANICAL ENGINEERING
Facilitative Leader
• Creates an open environment.• Encourages suggestions.• Provides guidance.• Welcomes creativity.• Considers all ideas.• Maintains focus on the group vision.
University of Connecticut MECHANICAL ENGINEERING
Tasks of the Team Leader
• Convenes and chairs team meetings.• Convenes meetings with the faculty
advisor.• Communicates with the project sponsor.• Monitors team progress.• Helps coordinate the individual tasks.• Helps resolve conflicts.
University of Connecticut MECHANICAL ENGINEERING
Role of Faculty Advisor
The faculty advisor observes, assists, and facilitates,
He is not a team leader or even a voting member of the team.
University of Connecticut MECHANICAL ENGINEERING
Positive Roles in a Team Setting
• Defining issues• Proposing tasks• Seeking information and opinions• Clarifying• Summarizing• Compromising; Consensus building
University of Connecticut MECHANICAL ENGINEERING
Negative Roles in a Team Setting
• Dominating: asserting superiority• Withdrawing: not talking; sulking• Avoiding: skipping meetings• Degrading: putting down others’ ideas• Being uncooperative: side conversations
University of Connecticut MECHANICAL ENGINEERING
Help Hints for a Team
• Agree on regular meeting time and place• Always confirm meeting time & place• Start on time (within 5-6 minutes of time)• Get everyone involved in discussion• End meeting with action list: What did we
do? What will we do next• Keep record of decisions & actions
University of Connecticut MECHANICAL ENGINEERING
Team Tools
• Timetable or Project Plan • Team Member Roles• Team Ground Rules
Spending time upfront defining ground rules can save much time later.
Rules must be accepted by every member.Rules can be changed.
• Meeting AgendasStay on track.
• Meeting Notes (a template may be useful)
University of Connecticut MECHANICAL ENGINEERING
Team Responsibilities for Ensuring Effective Meetings
• Before meetings Identify agenda items and distribute agenda Complete assignments from last meeting before next meeting Arrive on time and plan to stay until end Come prepared to contribute and participate
• During meeting Support and encourage one another Listen actively Manage conflict Recognize style differences Adhere to agenda and objectives
• End of meeting Summarize meeting outcomes Accept follow-up assignments and work Close with a clear idea of when / where next meeting
University of Connecticut MECHANICAL ENGINEERING
Team Challenges
• Dominating personalities
• Straying too far from topic of discussion
• Being overly critical
University of Connecticut MECHANICAL ENGINEERING
Brainstorming
• First major exercise in teamwork• A group technique for generating IDEAS in a non-
threatening, uninhibiting atmosphere.An activity in which the collective creativity of the group
is tapped and enhanced.Usually geared to Specific rather than General
Problems.Used in Problem Generation & Solution Finding Phases
of Problem SolvingNeeds a Leader/Facilitator
University of Connecticut MECHANICAL ENGINEERING
Four Basic Brainstorming Principles
• Criticism is NOT allowed – Analysis comes later.
• Focus on the Positive Aspects of each Idea.• Freedom to think ‘outside-the-box’• Key objective is to provide as many ideas in
the allotted time.
University of Connecticut MECHANICAL ENGINEERING
Facilitator’s Responsibilities
• Start with a clear, specific written statement of the problem.
• Record ideas verbatim• Solicit input from all members (Be a door
opener and closer).• Encourage ‘wild’ non-traditional ideas.• Hold to the time line.
University of Connecticut MECHANICAL ENGINEERING
Facilitator’s Responsibilities
• After the allotted time, encourage questions for clarification.
• If Affinity Diagramming is to be used, group brainstormed ideas. ALWAYS have an OTHERS column.
University of Connecticut MECHANICAL ENGINEERING
Analysis Phase
• Does this idea deserve further consideration? Combination with others?Substitution, ModificationEliminationReverse, inside out, upside down?
• Reduce list to 7-10 viable ideas• Participants research and report to group• Narrow ideas to 2 or 3 potential solutions.