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
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Guffey text Ch 2, Thill/Bovee text Ch 2, Robbins text Ch 8-9
Communicating in Teams
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Why Use Teams?
“Two together can accomplish more than two separately”
When is this statement true? When is this statement not true?
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Why Use Teams?
Better decisions Faster response Increased productivity Greater “buy-in” Less resistance to change Improved employee morale Reduced risks
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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?
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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
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4 Stages of Team
Development
FORMING STORMING NORMING PERFORMING
Teams can get stuck, or repeat stages.
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Roles Played by Team Members
Task Roles• Initiator• Information seeker/giver• Opinion seeker/giver• Direction giver• Summarizer• Diagnoser
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o Energizero Gatekeepero Reality tester
What kinds of statements might be made by these role players?
Roles Played by Team Members
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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
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Dysfunctional Roles• Blocker• Attacker• Recognition-seeker• Joker• Withdrawer
What kinds of statements might be made by these role players?
Roles Played by Team Members
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Skills for Team Leaders/Facilitators
Task Relationships• Goal setting• Agenda making• Clarifying• Summarizing• Verbalizing consensus• Establishing work patterns• Following procedures
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Skills for Team Leaders/Facilitators
Interpersonal Relationships• Regulating participation• Maintaining positive climate• Maintaining mutual respect• Instigating group self-analysis• Resolving conflict• Instigating conflict
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Conflict:Functional vs. Dysfunctional
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Types of Conflict
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Task Conflict Low to moderate levels =
functional Positive effect on group
performance when stimulates discussion
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Relationship Conflict
Almost always dysfunctional Increases personality clashes Decreases understanding
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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
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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
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Discussion: Communication Matters
Workplace Communication
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Managing Conflict
Conflict management styles
Six-step procedure for managing conflict
Dealing with avoidance Group decision-making
methods
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Conflict Management Styles
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Conflict Style: Avoiding
Behaviors Avoiding people you find
troublesome Avoiding issues that are
unimportant, complex, or dangerous
Postponing discussion until later
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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
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Conflict Style: Competing
Behaviors Imposing of dictating a
decision Arguing for a conclusion that
fits your data Hard bargaining (making no
concessions)
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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
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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
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Conflict Style: Accommodating
Benefits Helping
someone out Restoring
harmony Building
relationships Choosing a quick
ending
Costs Sacrificed
concerns Loss of respect Loss of
motivation
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Conflict Style: Compromising
Behaviors Soft bargaining
(exchanging concessions) Taking turns Moderating your
conclusions
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Conflict Style: Compromising
Benefits Pragmatism Speed and
expediency Fairness Maintaining
relationships
Costs Partially
sacrificed concerns
Suboptimal solutions
Superficial understandings
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Conflict Style: Collaborating
Behaviors Reconciling interests
through a win-win solution Combining insights into a
richer understanding
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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
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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
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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
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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?
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Productive Meetings
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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
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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
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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
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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
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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
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