Communicating in Teams Guffey text Ch 2, Thill/Bovee text Ch 2, Robbins text Ch 8-9 1

Why Use Teams? When is this statement true? “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: Is the work complex, requiring different perspectives? Does the work create a common purpose/set of goals? Is purpose as strong a motivator as existing individual goals? 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

Roles Played by Team Members Energizer Gatekeeper 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?

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 Goal: Collaborate or Compromise Listen Understand the other point of view Show concern for the relationship Look for common ground Invent new problem-solving options Reach a fair agreement

Dealing with Avoidance Clear 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 Invite the right people Distribute an agenda 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 rules Assign facilitator role Start on time (watch socializing) Introduce agenda, add items if needed or put on “parking lot” Appoint a recorder Encourage balanced participation Confront conflict frankly Summarize 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

The End