Mastering Team Skills and Interpersonal Communication. Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall.

Transcription

1 Chapter 2 Mastering Team Skills and Interpersonal Communication Chapter 2-1

2 Communicating Effectively in Teams Chapter 2-2

3 Communicating Effectively in Teams Collaboration involves working together to meet complex challenges. A team is a unit of two or more people who share a mission and the responsibility for working to achieve their goal. Problem-solving teams and task forces assemble to resolve specific issues and then disband when their goals have been accomplished. Committees are formal teams that usually have a long life span and can become a permanent part of the organizational structure. Copyright 2012 Pearson 3 Education, Inc. Chapter publishing 1 - as Prentice Hall

4 Advantages of Teams Information and knowledge Diversity of viewpoints Acceptance of solutions Levels of performance Chapter 2-4

5 Disadvantages of Teams Chapter 2-5

6 Traits of Effective Teams Objective and purpose Strong trust Communication Decision making Creativity Resolving conflict Chapter 2-6

7 Group Dynamics Team roles Team evolution Conflict resolution Degree of resistance Chapter 2-7

8 Member Task Behavior Team Member Roles High Task Specialist Role Dual Role Nonparticipator Role Socioemotional Role Low Low Member Social Behavior High Chapter 8-8 Excellence in Business, Prentice Hall, 2005 Revised Edition

9 Team Evolution Chapter 2-9

10 Team Evolution 1. Orientation. Team members socialize, establish their roles, and begin to define their task or purpose. 2. Conflict. Team members begin to discuss their positions and become more assertive in establishing their roles. Disagreements are a natural part of this phase. 3. Brainstorming. Team members air all the options and discuss the pros and cons fully. At the end of this phase, members begin to settle on a single solution to the problem. 4. Emergence. Team members reach a decision. Consensus is reached when the team finds a solution that all members can support. This consensus happens only after members have had an opportunity to communicate their ideas and feel that they have been listened to. 5. Reinforcement. Group feeling is rebuilt and the solution is summarized. Members receive their assignments for carrying out the group s decision, and they make arrangements for following up on those assignments. Copyright 2012 Pearson 10 Education, Inc. Chapter publishing 1 - as Prentice Hall

11 Resolving Team Conflict Fair play Alliance Proaction Communication Openness Research Flexibility Chapter 2-11

12 Resolving Team Conflict Proaction. Deal with minor conflict before it becomes major conflict. Communication. Get those directly involved in the conflict to participate in resolving it. Openness. Get feelings out in the open, then deal with the main issues. Research. Seek factual reasons for the problem before seeking solutions. Flexibility. Do not let anyone lock into a position before considering other solutions. Fair play. Do not avoid a fair solution by hiding behind the rules. Alliance. Get parties to fight together against an outside force instead of against each other. Copyright 2012 Pearson 12 Education, Inc. Chapter publishing 1 - as Prentice Hall

13 Overcome Resistance Express understanding Raise the awareness of resistance Evaluate others objections fairly Hold arguments for the right time Chapter 2-13

14 Overcome Resistance Express understanding. Most people are ashamed of reacting emotionally in business situations. Help the other person relax and talk about his or her anxiety so that you have a chance to offer reassurance. Make people aware of their resistance. When people are noncommittal and silent, they may be tuning you out without even knowing why. Continuing with your argument is futile. Deal directly with the resistance, without being accusing. Evaluate others objections fairly. Focus on what the person is expressing, both the words and the feelings. Get the person to open up so that you can understand the basis for the resistance. Hold your arguments until the other person is ready for them. Getting your point across depends as much on the other person s frame of mind as it does on your arguments. You can not assume that a strong argument will speak for itself. Address the other person s emotional Copyright 2012 Pearson 14 needs first. Education, Inc. Chapter publishing 1 - as Prentice Hall

15 Chapter 2-15

16 Virtual Communities Identify the best people Accumulate knowledge Maintain the community Chapter 2-16

17 Making Your Meetings More Productive Chapter 2-17

18 Productive Team Meetings Clarify the Purpose Select Participants Clarify the Agenda and Stay Focused Chapter 8-18 Excellence Prentice in Hall, Business, e

19 Productive Team Meetings Follow the Rules Promote Participation Close Effectively Chapter 8-19 Excellence Prentice in Hall, Business, e

20 Using Meeting Technologies Chapter 2-20

21 Meeting Technology Planning Virtual teamwork Virtual meetings Diligence Chapter 2-21

22 Improving Your Listening Skills Chapter 2-22

23 Types of Listening Content Critical Empathic Active Chapter 2-23

24 Types of Listening Effective listeners adapt their listening approaches to different situations. The goal of content listening is to understand and retain the speaker s message. You may ask questions, but don t argue or judge. Just focus on the information. The goal of critical listening is to understand and evaluate the meaning of the speaker s message on several levels: such as the logic of the argument, the strength of the evidence, the validity of the conclusions, the speaker s intentions and motives, and the omission of any relevant points. Be on the lookout for speaker bias, and separate opinions from facts. Copyright 2012 Pearson 24 Education, Inc. Chapter publishing 1 - as Prentice Hall

25 Types of Listening The goal of empathic listening is to understand the speaker s feelings, needs, and wants so that you can appreciate his or her point of view, regardless of whether you share that perspective. By listening in an empathic way, you help the individual vent the emotions that prevent a clear-headed approach to the subject. Avoid the temptation to give advice. Try not to judge the individual s feelings. Just let the other person talk. Effective listeners try to engage in active listening. They make a conscious effort to turn off their own filters and biases to truly hear and understand what the other party is saying. They ask questions, summarize the speaker s message to verify key points, and encourage the speaker through positive body language and supportive feedback. Copyright 2012 Pearson 25 Education, Inc. Chapter publishing 1 - as Prentice Hall

26 The Listening Process 1. Receiving 2. Decoding 3. Remembering 4. Evaluating 5. Responding Chapter 2-26

27 Barriers to Listening Interrupting speakers Creating distractions Selective listening Selective perception Language/experience Memory issues Chapter 2-27

28 Barriers to Listening Good listeners look for ways to overcome potential barriers throughout the listening process. Some factors may be beyond your control, such as conference room acoustics or poor phone reception. However, you can avoid interrupting speakers or creating distractions that make it hard for others to pay attention. Selective listening happens when your mind wanders. You will often stay tuned out until you hear a word or phrase that gets your attention once more. However, by that time, you are unable to recall what the speaker actually said; instead, you remember what you think the speaker probably said. Copyright 2012 Pearson 28 Education, Inc. Chapter publishing 1 - as Prentice Hall

29 Barriers to Listening Selective perception leads listeners to mold messages to fit their own conceptual frameworks. Listeners sometimes make up their minds before fully hearing the speaker s message, or they engage in defensive listening protecting their self-esteem by tuning out anything that does not confirm their view of themselves. Copyright 2012 Pearson 29 Education, Inc. Chapter publishing 1 - as Prentice Hall

30 Barriers to Listening Even when your intentions are the best, remember that you can still misinterpret incoming messages if you and the speaker do not share a enough background, such as language or experience. When communicating with a speaker whose native language or life experience is different from yours, try paraphrasing his or her ideas. Doing so will give that person the chance to confirm what you think you heard or to correct any misinterpretation. One simple rule: Don t rely on your memory if the information is crucial. Record it, write it down, or capture it in some other physical way. Copyright 2012 Pearson 30 Education, Inc. Chapter publishing 1 - as Prentice Hall

31 Improving Your Nonverbal Communication Skills Chapter 2-31

32 Nonverbal Categories Facial expressions Gestures and posture Vocal characteristics Personal appearance Touching behavior Time and space Chapter 2-32

33 Developing Your Business Etiquette Chapter 2-33

34 In the Workplace Chapter 2-34

35 In Social Settings Chapter 2-35

36 Online Communication Avoid personal attacks Stay focused on the original topic Do not present opinions as facts Use good grammar and punctuation Use updated virus protection Ask permission before chatting Chapter 2-36

37 Online Communication Control language and emotions Avoid multitasking Never assume privacy Avoid reply all in Do not waste other people s time Respect personal boundaries Chapter 2-37

38 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Chapter 2-38