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TRANSCRIPT
Chapter 2
Mastering Team Skills and Interpersonal
Communication
1 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
Communicating Effectively in Teams
2 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
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
4 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
Disadvantages of Teams
5 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
Traits of Effective Teams
6 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
Objective and purpose
Communication
Creativity
Strong trust
Decision making
Resolving conflict
Group Dynamics
7 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
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
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
Education, Inc. publishing as
Prentice Hall
10 Chapter 1 -
Resolving Team Conflict
11 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
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
Education, Inc. publishing as
Prentice Hall
12 Chapter 1 -
Overcome Resistance
13 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
• 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
Education, Inc. publishing as
Prentice Hall
14 Chapter 1 -
Virtual Communities
16 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
Identify the best people
Accumulate knowledge
Maintain the community
Making Your Meetings More Productive
17 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
© 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
20 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
Meeting Technology
21 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
Virtual
teamwork
Virtual
meetings
Planning
Diligence
Improving Your Listening Skills
22 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
23 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
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
Education, Inc. publishing as
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.
Copyright © 2012 Pearson
Education, Inc. publishing as
Prentice Hall
25 Chapter 1 -
The Listening Process
26 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
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
27 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
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
Education, Inc. publishing as
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28 Chapter 1 -
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
Education, Inc. publishing as
Prentice Hall
29 Chapter 1 -
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
Education, Inc. publishing as
Prentice Hall
30 Chapter 1 -
Improving Your Nonverbal Communication Skills
31 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
Nonverbal Categories
32 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
Facial expressions Gestures and posture
Vocal characteristics Personal appearance
Touching behavior Time and space
Developing Your Business Etiquette
33 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
In the Workplace
34 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
In Social Settings
35 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
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
36 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
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
37 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
38 Chapter 2 - Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall
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