10 - Team Communication

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CHAPTER 10

TEAM

COMMUNICATIONS


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CHAPTER 10

TEAM COMMUNICATIONS

"Whether they are one-on-one encounters, asmall group of three or four members, or a

whole team gathering together at one time,meetings are the lifeblood of effective teams."

- Peter Capezio, Winning Teams


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Peter Capezio


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INTRODUCTION

This chapter will identify concrete steps toimprove the quality of meetings and thus theeffectiveness of the teams. Specifically, the

chapter includes highlights of... Team dynamics

Basic psychology of communication

Importance of team communications

Training for improving presentations in teammeetings

Promotional pointers


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INTRODUCTION

Peter Capezio has defined a team as "a groupof individuals working together for a commonpurpose, who must rely on each other toachieve mutually defined results."

Two important aspects of this definition are"common purpose" and "rely on each other." Ifthe team does not have a common purposethey are just a group of people meeting

together. And if they really do not need eachother to achieve that purpose there is really nopoint in meeting.


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INTRODUCTION

A major means of avoiding or overcoming thedysfunctions of teams is through effectivemeetings.

While the following guidelines will not preventor solve all team problems, they point the way

to achieving much greater effectiveness.


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Five Dysfunctions of a Team


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Clear Communication

COMMUNICATION IS

what we Do

to GIVE

and GET UNDERSTANDING


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GUIDING PRINCIPLES

The Information Principle:

Effective communication increases motivation

The Distortion Principle:

The more levels a communication goes through, the moredistorted it becomes.

The Psychological Appeal Principle:

Communication that appeals to feelings and attitudes tends tobe more motivational than that which appeals only to reason.

The Utilization Principle:

The sooner and more often an idea or skill is put to work, thebetter it is learned and remembered.


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IMPORTANCE OF TEAM

COMMUNICATONS

Effective team meetings serve a number of basicmanagement purposes:

Best way to ensure everyone has received a criticaland timely message.

Creates a cooperative climate through participationand team interaction.

Help give everyone the same attention and exposureto information.


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IMPORTANCE OF TEAM

COMMUNICATONS

Effective team meetings serve a number of basicmanagement purposes:

They give the person conducting the meeting practicein improving communications and human relationsskills.

They help build that person's image as a leader in theminds of the team members.


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PROFESSIONAL LEADERSHIP

is Getting Results Through Other People by

COMMUNICATING

MODELING

EMPOWERING

REINFORCING

COACHING which are

THE BEDROCKS of Front-line Leadership


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MEETING LEADERSHIP SKILLS

Before TheMeetingNothing is more vital toeffective meetings than what the leader does to plan,to communicate, to prepare - before the meetingoccurs.

PLANNING includes pinpointing meeting objectives,developing agenda and objectives.

Organize thoughts into by writing WHAT TOCOVER.WHY COVER IT .HOW TO COVER IT


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COMMUNICATION

Good advance COMMUNICATION helps to ensurea good meeting. Whenever practical, the leadershould send an agenda to all who are expected toattend.

This should show the meeting's purpose, time, placeand subjects. Often it will be helpful to state brieflywhat is expected of those who attend. Also,

distribute the agenda ahead of time, giving themtime to arrange their schedules and to prepare forthe meeting.


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PREPARATION

For the leader, PREPARATION includes ensuringthe availability of the meeting place and allnecessary supplies (pencils, pads, name cards,etc.), equipment (easels, screens, projectors, etc.),and audiovisual aids (charts, displays, power points,tapes, etc.).

If you are going to give a talk during the meeting,preparation also includes getting ready to do thiswell.


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During The Meeting

GET IT GOING. You owe it to those who are thereto start on time. You can start the meeting bythanking the people for coming; referring to thewritten agenda; introducing the pertinent subject,topic, concept or question; and if you have one,making your presentation sincerely and skillfully.

MAINTAIN MOMENTUM. Unless it is strictly atellingtype of meeting, you can keep it going by

putting to work the Principle of Involvement:

Meaningful involvement increases motivation andsupport.


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To deal with the problems on the table,

you must know how to work with the

people around it.


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The Arguer


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The Arguer

The Arguer - against everything; tries to trip up theleader; disagrees with key points made by others;professional heckler.

Keep your cool. Help group members keep theirs, too.

Use questions, such as "Why do you say that?" "Arethere other possibilities?" - "Do you think everybodyfeels that way?" - "What's the other side of the coin?"

Give the person enough rope to form his or her ownnoose, and let the group reaction handle it. Quicklymove the program along.


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The Arguer

Get a show of hands: "How many of you see itthat way?" - "How many of you see it someother way?"

Find honest merit in one of his or her points;express your agreement and/or get the groupto agree.

Talk to the person between meetings; try tofind out what's bugging him or her; try to wincooperation.


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The Pessimist


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The Pessimist

The Pessimist - emphasizes the negative;complains about details; displays pet peeves.

Help him or her see that others in the group

view the same variables positively.

Encourage him or her to see the brighterside:

Ask, "Is it totally hopeless, or is theresomething we can salvage out of thesituation?"


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The Pessimist

Point out that some things are beyond thecontrol of the group and there is nothing to begained from concentrating on them.

Tell the person you will discuss the matterwith him or her privately, later.

Ask for the person's suggestions concerningwhat can be done to improve the situation.

For valid complaints, adjust the adjustable;correct the correctable; thank the person foraiding the improvement.


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The Jokester


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The Jokester

The Jokester - treats things lightly; delightsin puns, jokes and stories; tries to take centerstage, to stay in the spotlight.

Sober him or her up a bit with a challengingquestion or serious assignment.

Emphasize the meeting objectives, agendaand time constraints.

Thank him or her for the remarks that help toemphasize key points; let him or her knowwhen the remarks are inappropriate; ignoresome comments.


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The Know-It-All

The Know-It-All - may try to monopolize theconversation; shows symptoms of the "I"disease (I did this, I did that,!...!...!...); doesn'tseem open to learning more.

Use small group discussions, call on specific

people, and use related group dynamics topromote everyone's adequate participation.

Build the confidence of the rest of the group sothey will not be intimidated by this person;

encourage appropriate reactions. Ignore or downplay superfluous statements

and give the individual credit for goodcontributions


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The Clam


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The Clam

The Clam - the non-participant; the loner; may bebashful, inarticulate, insecure, or timid; may be bored;may feel superior.

Ask direct questions; encourage discussion of thefamiliar ("You've had lots of safety committeeexperience. What do you see as the committee'sstrongest points and weakest points?").

Promote participation by special assignments (e.g.,timer, buzz group recorder/reporter, visual aidassistant).

Reinforce participation by expressing honestappreciation; by restating and re-emphasizing keypoints made by relating to those points in laterdiscussion.


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The Rambler


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The Rambler

The Rambler - gets off base, misses the point;makes irrelevant comments.

Refocus his or her attention by ignoring theirrelevant and restating the relevant; use leading

questions to steer back onto track. Keep the meeting objectives, agenda and timetable

in the forefront. Offer to discuss other matters with the person

outside the meeting time. Assume responsibility ("I'm afraid I must have led

you astray; here's what I meant we should discuss)


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The Initiator


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Others

The Initiator - gets the discussion going when othersare having trouble; participates without monopolizing;stimulates others to participate effectively.

The Conciliator - has a knack for smoothing things

over; minimizes potential problems of personalityconflicts among individuals; provides a rational,calming influence.

The Creative Thinker - gives things a new twist;

brings out relationships and implications that areunique; stimulates others to look at things with a freshviewpoint.


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Skillful Questioner


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Others

The Skillful Questioner - knows when and how touse questions; gives others the opportunity to maketheir points by responding to questions raised; makessignificant points by asking the right questions at theright time.

The Summarizer - organizes information quickly andconcisely; summarizes where we've been and wherewe're headed; highlights key points; helps keepdiscussion on the right track.

The Positive Participant - pays attention; takesmeaningful notes; makes significant contributions;asks pertinent questions; reveals insights and practicalapplications.


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After The Meeting

The meeting leader's job doesn't end when themeeting ends. He or she still has at least fourcritical tasks to perform:

1) See that meeting minutes and/or reports are

prepared quickly and distributed properly.2) Express special appreciation to those who made

special contributions to the meeting's success.

3) Follow up who's to do what, when.

4) Analyze what worked well and what should havebeen better, and put the results to work for moreeffective meetings.


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5P Method For Effective Talks:

1) Prepare

2) Pinpoint

3) Personalize

4) Picturize

5) Prescribe


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Four key discussion leading methods of

value to meeting leaders are the ...

a) Lecture and Discussion Method

b) Question and Answer Discussion Method

c) Pro and Con Discussion Method

d) Small Group Discussion Method


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Regular planned meetings help to...

1) Increase awareness and understanding

2) Reduce resistance to change

3) Aid problem identification and analysis

4)

Develop solutions for problems5) Stimulate acceptance of policies, practices and

decisions

6) Reinforce desired attitudes and behavior

7) Reduce injuries and damage - improve safetyReduce rejects and rework - improve quality

10 - Team Communication

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