Chapter 2
Communicating in Groups and Teams

Why form groups and teams?

•    Better decisions

•    Faster response

•    Increased productivity

•    Greater “buy-in”

•    Less resistance to change

•    Improved employee morale

•    Reduced risks

Four Phases of Team Development

•    Forming - members get to know each other and start to trust one another. 

•    Storming - member define their roles and responsibilities, decide how to reach their goals, and iron out the rules governing how they interact.

•    Norming - the previous stage can cause friction.  In this stage, members now work towards the goals of the group. 

•    Performing - some teams never reach this stage.  Here, the team gets a "can-do" attitude and can work on any task together.

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

Roles Played by Team Members

Task Roles

•   Initiator

•   Information seeker/giver

•   Opinion seeker/giver

•   Direction giver

•   Summarizer

•   Energizer

• Gatekeeper

• Reality tester

 

Dysfunctional Roles

•Blocker

•Attacker

•Recognition-seeker

•Joker

•Withdrawer

 

 

Skills for Team Leaders

Task Relationships

•   Goal setting

•   Agenda making

•   Clarifying

•   Summarizing

•   Verbalizing consensus

•   Establishing work patterns

•   Following procedures

Interpersonal Relationships

•   Regulating participation

•   Maintaining positive climate

•   Maintaining mutual respect

•   Instigating group self-analysis

•   Resolving conflict

•   Instigating conflict

Methods for Reaching Group Decisions

•    Majority

•    Consensus

•    Minority

•    Averaging

•    Authority rule with discussion

Strategies for Effective Conflict Resolution

1.  When attacked, negotiate rather than escalate.

•     Separate the issue from the person.

•     Act as if the other side does not want to harm you personally.

2.  Use the third person.

•     Avoid “you” and “I” statements.

    Not: You never come prepared, and I’m sick of it.

    But: It’s hard to discuss this without all the facts.

3.  Work to maintain a calm tone of voice.

•    Stay away from provocative verbal emphasis.

    Not: It’s HARD to discuss this without ALL the facts.

4.  Practice compassionate, helpful feedback.

•    Focus on behaviors, not attitudes.

•    Talk about things that can be changed.

    Not: Stop being aggressive!

   But: It would be easier to respond if you lowered your      voice.

5.  Avoid sending threatening signals.

•    Don’t engage in sustained eye contact.

•    Keep hand gestures to a minimum.

6.  Don’t use “First Strike” language.

You always . . .  or If you really . . .  or Try to understand . . .

7.  When provoked, try a listening check.

Calmly and respectfully restate both sides of the argument.

Take time to walk around the topic–and cool off.

8.  Clear the air.

•    If  you’re on a team with someone who seems consistently irritated with you, ask for a private meeting.

•    Solicit feedback; listen without interrupting and with an open mind.

•    Request permission to respond with equal openness.

Planning and Participating
in Meetings

 Before the meeting

•   Consider alternatives. Is a meeting necessary?

•   Invite the right people. Include . . .

      those who have information.

      those who can make decisions.

      those who must implement decisions.

•   Distribute an agenda.

 During the Meeting

•   Start on time and introduce the agenda.

•   Appoint a secretary and a recorder.

•   Encourage balanced participation.

•   Confront conflict frankly.

•   Summarize points of consensus along the way.

 Ending the Meeting and Following Up

•   Review meeting decisions.

•   Distribute minutes of meeting.

•   Remind people of action items.