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Chapter 2

Mastering Team Skills and Interpersonal

Communication

1 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Communicating Effectively in Teams


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

Education, Inc. publishing as

Prentice Hall

3 Chapter 1 -

Advantages of Teams

Information and

knowledge

Levels of

performance

Acceptance

of solutions

Diversity of

viewpoints


Disadvantages of Teams


Traits of Effective Teams


Objective and purpose

Communication

Creativity

Strong trust

Decision making

Resolving conflict

Group Dynamics


Team roles Team

evolution

Conflict

resolution

Degree of

resistance

© Prentice Hall, 2005 Excellence in Business,

Revised Edition Chapter 8 - 8

Member Social Behavior Low High

Team Member Roles

Task Specialist

Role

Dual Role

Socioemotional

Role Nonparticipator

Role Mem

ber

Task B

eh

avio

r High

Low

Team Evolution


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.



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10 Chapter 1 -

Resolving Team Conflict


Fair play

Alliance

Research

Flexibility

Proaction

Communication

Openness

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


Prentice Hall

12 Chapter 1 -

Overcome Resistance


• Express understanding

• Raise the awareness of resistance

• Evaluate others’ objections fairly

• Hold arguments for the right time

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

needs first. Copyright © 2012 Pearson


Prentice Hall

14 Chapter 1 -

Virtual Communities


Identify the best people

Accumulate knowledge

Maintain the community

Making Your Meetings More Productive


© Prentice Hall, 2007 Excellence in Business, 3e Chapter 8 - 18

Productive Team Meetings

Clarify the Purpose

Select Participants

Clarify the Agenda and Stay Focused

© Prentice Hall, 2007 Excellence in Business, 3e Chapter 8 - 19

Productive Team Meetings

Follow the Rules

Promote Participation

Close Effectively

Using Meeting Technologies


Meeting Technology


Virtual

teamwork

Virtual

meetings

Planning

Diligence

Improving Your Listening Skills



Types of Listening

Active

Content Critical

Empathic

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


Prentice Hall

24 Chapter 1 -

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.



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25 Chapter 1 -

The Listening Process


1. Receiving

2. Decoding

3. Remembering

4. Evaluating

5. Responding

Interrupting speakers Creating distractions

Selective listening Selective perception

Language/experience Memory issues

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


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28 Chapter 1 -


• 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.



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29 Chapter 1 -


• 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.



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30 Chapter 1 -

Improving Your Nonverbal Communication Skills


Nonverbal Categories


Facial expressions Gestures and posture

Vocal characteristics Personal appearance

Touching behavior Time and space

Developing Your Business Etiquette


In the Workplace


In Social Settings


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


Online Communication

• Control language and emotions

• Avoid multitasking

• Never assume privacy

• Avoid “reply all” in email

• Do not waste other people’s time

• Respect personal boundaries



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.

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