University of Connecticut MECHANICAL ENGINEERING Communication Styles, Personalities & Group...

University of Connecticut MECHANICAL ENGINEERING

Communication Styles, Personalities & Group Dynamics


Communication


Communication

Job Interviews

Speeches

Problem Solving

Public Relations

Cultivating Clients

Running a Business

Teaching

Chairing a Meeting

Dealing WithEvery DayLife Issues

Many Formats of Communication


Golden RuleTreat others the way you want to be treated.

Golden Rule of CommunicationCommunicate with others according to THEIR thinking preference, not according to your own.


Key Factors in Good Communication

A communication is only complete when it is transmitted, received, understood, and acted upon. Be aware of filters (especially brain dominance different from your own)!

A good communicator is a good listener.

A positive attitude is important - it’s communicated through body language and carries half the weight of the communication.


Oral Meeting Communication Types

Group

peer-peer, supervisor-employee

teaming / brainstorming

briefings

lectures, presentations

education

sell programs, proposals, ideas, ...

One-on-One

peer-peer, supervisor-employee, professional -

nonprofessional

interview (-ee, -er)

performance reviews

coach/mentor - protégé

task assignment

training request, recommendation


Communication Characteristics

Boss

Demands respect

Is a taskmaster

Is critical

Rules by fear

Commands

Makes work a burden

Punishes mistakes

Leader

Earns respect

Is a coach

Is encouraging

Guides by example

Inspires

Makes work fun

Rewards success


What Will be Your Oral Meeting Types?

Group: Team-to-team mates, team-advisors [faculty, company]

Teaming / brainstorming

Briefings

Company interview

Development of project proposal


What Will You Try to Accomplish?

To communicate information or instruction and persuade an audience

To evaluate a group of listeners in order to address their interests

To stimulate cooperation and constructive criticism

To compare and interpret data

To generate support for you, your ideas, your results

…….


Meeting Requirements

Prepare ahead of time for meetingHave an idea what you want to say, to happen, to accomplishOrganize the meeting, have an agendaChoose the attendees (if you call the meeting)Know your audienceBe open mindedExercise your listening ability (many facets)Prepare minutes of meeting (design notebook extension) chronological minutes issues/problems, progress, resolutions


The Communication CycleThere are 4 steps in the communication cycle

1- When you have something to say or advocate, a point of view

2- When to inquire as to a response from those you are speaking to

3- When you reflect or listen for the meaning of the others’ point of view

4- When you decide to continue listening, advocating or inquiring


Listening SkillsDemonstrate you understand other person’s point of view

How to listen?Reflective: listening for what’s behind the words, the

meaning.

Active: verbal, paraphrasing in your own words.

Nonverbal: attending Good non-verbal skills:

– eye contact, – open posture, – head nods, – sitting upright and forward, – facial expressions


Listening to EmpowerThere is no reason to complete four steps if solution to problem is found

1- Explore the problem reflect and inquire for clarification

2- SummarizeProblem: “Your problem seems to be ….”Goal: “Given that problem, your goal is to ….”Demonstration of mutual understanding of problem

3- InviteTheir ideas: “How have you thought about reaching your goal?”Do they want yours: “Are you interested in my ideas?”

4- ResolveAdvocate, Inquire, Reflect


Effective Use of Reflecting Tips

Stop talking - to others, to yourself. You can’t listen if you are talking

Imagine the other person’s point of view.

Look, act and be interested. Don’t do other things while others are talking.

Observe non-verbal behavior.

Don’t interrupt.

To ensure understanding, rephrase what the other person has said at key point in the discussion.


Communication Format: Interviewing

Prepare for the interviewdetermine format of interviewdetermine who will be the intervieweedetermine the organizational structure of the

company determine the nature of the job you are interviewing

forcome with your application letter and several copies

of your resume


Be careful of your interview stylebody movementvoiceeye contact

Pay attention to your questioning skillsprepare a list of questions prior to interview let your interviewer speak, listen to what he/she saysask about benefit, but show your interest in the long term

view

Interviewing: Employment, Sponsor


Employment Interviews: Plan, content, etc

Organize and plan aheadLearn about company and productsLearn about locationLearn about stock history

Discuss job and futureDiscuss training and educationDiscuss …….Discuss benefitsDiscuss salary


Interviews: Which questions are appropriate?

Please describe the duties of the job for meWhat kind of assignments might I expect during the first 6 months on the job?What products/services are in the development stage?Where does this position fit in the organizational structure?What skills are important for someone in this position?Does your company encourage further education?Does your company offer a single or a dual-track career?What kind of training/courses are helpful in this field?What do you like best / least about your job?Can you describe a typical day on the job?


Interviews: Which questions are appropriate?

Are salary adjustments geared to cost of living or job performance?

How often are performance reviews given?

Have you cut staff in the last three years?

Do you offer flextime?

Is your company environmentally conscious?

What is the largest single problem facing your staff today?

How much travel, if any, is involved in this position?

What is the usual promotional time?

What is the range for entry-level salaries?


Personalities


Reading People

First impressions and discovering patterns Spend time with people, learn to understand

them Stop, look and listen To get others to open up, you must open up

first Be objective

Final impressions governed by personality preferences.


Reading People

To discover meaningful / reliable patternsObserve most striking characteristic

First impressions count: education, sex, age, race, mannerisms, physical characteristics

Consider each characteristic in light of circumstancesLook for extremes

Hardworking vs. lazy, generous vs. stingy, considerate vs. rude

Identify deviations from patternsDistinguish between elective / nonelective traits

Clothing, jewelry, mannerisms, behavior w. boss/peer Thin line between appearance and body language


Reading People: You & Others

Do’s and don’t of listeningDo not interruptBe empathic, do not argueStay close, but do not be a space intruderBe involved, not intenseBe aware of your body languageListen with all your senses


Reading Yourself

Personality Concepts: How we think?, How we act?

Herrmann Brain Dominance Instrument [HBDI] Left brain-right brain Limbic-cerebral

Myers-Briggs Type Indicator [MBTI] Preference Type Temperament


Important Personality Observations

All thinking modes and profiles are valuable; there is no right or wrong.The brain is specialized and situational—different modes are used for different tasks. Each person represents a unique coalition of thinking preferences.Preferences emerge early and tend to remain stable.Life’s experiences can affect them.Understanding others preferences helps people communicate and collaborate.

Test instruments do not measure ability, intelligence or performance


Herrmann Brain Dominance Instrument® (HBDI®)


Myers-Briggs Personality : 4 Opposite Preferences

Where we focus our attention – what energizes us? E = extroverting I = introverting

How we take in information? S = sensing N = intuiting

How we evaluate information and make decisions? T = thinking F = feeling

What is our lifestyle orientation? J = judging P = perceiving

Free On-Line Test http://sminds.com/mbti/


ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP

ESTJ ESFJ ENFJ ENTJ

Sensing Intuitive

Ext

rove

rts

I

ntr

ove

rts


ISTJTake Your

Time & Do It Right

ISFJOn My

Honor, to Do My Duty

INFJCatalyst for

Positive Change

INTJCompetence+ Independ. = Perfection

ISTPDoing the Best With

what I’ve Got

ISFPIt’s The

Though That Counts

INFPStill Waters Run Deep

INTPIngenious Problem Solvers

ESTPLet’s Get

Busy

ESFPDon’t Worry – Be Happy

ENFPAnything’s Possible

ENTPLife’s Entre-

preneurs

ESTJTaking Care of Business

ESFJWhat Can I Do For You

ENFJPublic

Relations Specialist

ENTJAll is Fine –

I’m in Charge


Team Work


Why GROUPS are Formed?

What is a group?

Types of groupsInformal

Social Interest

Formal Task groups Command groups Committee


Why are TEAMS Formed?

Teams are a special type of group

Formed to address a specific task or challenge

Members bring specific skill set to team


Team Characteristics

Individual & mutual accountability

Collective work products

Open-ended discussions

Does real work, does not delegate

Different personalitiesMeyers_Briggs indicator: extrovert vs

introvert, sensing vs intuitive, thinking vs feeling, judgment vs perception


Effective Team Member

Takes responsibility for the success of the team.

• Delivers on commitments.• Contributes to discussions.• Listens and asks helpful questions.• Gets the message across clearly.• Gives and receives useful feedback.


Team Leader: Types

• Traditional

• Passive

• Facilitative


Traditional Leader

• Directive and controlling (“bossy”)• No questions—just do it!• Sole decision maker• Nontrusting• Ignores input• Autocratic


Passive Leader

• Has a hands-off approach.• Gives too much freedom.• Does not guide or direct.• Provides extreme empowerment.• Uninvolved• Figurehead


Facilitative Leader

• Creates an open environment.• Encourages suggestions.• Provides guidance.• Welcomes creativity.• Considers all ideas.• Maintains focus on the group vision.


Tasks of the Team Leader

• Convenes and chairs team meetings.• Convenes meetings with the faculty

advisor.• Communicates with the project sponsor.• Monitors team progress.• Helps coordinate the individual tasks.• Helps resolve conflicts.


Role of Faculty Advisor

The faculty advisor observes, assists, and facilitates,

He is not a team leader or even a voting member of the team.


Positive Roles in a Team Setting

• Defining issues• Proposing tasks• Seeking information and opinions• Clarifying• Summarizing• Compromising; Consensus building


Negative Roles in a Team Setting

• Dominating: asserting superiority• Withdrawing: not talking; sulking• Avoiding: skipping meetings• Degrading: putting down others’ ideas• Being uncooperative: side conversations


Help Hints for a Team

• Agree on regular meeting time and place• Always confirm meeting time & place• Start on time (within 5-6 minutes of time)• Get everyone involved in discussion• End meeting with action list: What did we

do? What will we do next• Keep record of decisions & actions


Team Tools

• Timetable or Project Plan • Team Member Roles• Team Ground Rules

Spending time upfront defining ground rules can save much time later.

Rules must be accepted by every member.Rules can be changed.

• Meeting AgendasStay on track.

• Meeting Notes (a template may be useful)


Team Responsibilities for Ensuring Effective Meetings

• Before meetings Identify agenda items and distribute agenda Complete assignments from last meeting before next meeting Arrive on time and plan to stay until end Come prepared to contribute and participate

• During meeting Support and encourage one another Listen actively Manage conflict Recognize style differences Adhere to agenda and objectives

• End of meeting Summarize meeting outcomes Accept follow-up assignments and work Close with a clear idea of when / where next meeting


Team Challenges

• Dominating personalities

• Straying too far from topic of discussion

• Being overly critical


Brainstorming

• First major exercise in teamwork• A group technique for generating IDEAS in a non-

threatening, uninhibiting atmosphere.An activity in which the collective creativity of the group

is tapped and enhanced.Usually geared to Specific rather than General

Problems.Used in Problem Generation & Solution Finding Phases

of Problem SolvingNeeds a Leader/Facilitator


Four Basic Brainstorming Principles

• Criticism is NOT allowed – Analysis comes later.

• Focus on the Positive Aspects of each Idea.• Freedom to think ‘outside-the-box’• Key objective is to provide as many ideas in

the allotted time.


Facilitator’s Responsibilities

• Start with a clear, specific written statement of the problem.

• Record ideas verbatim• Solicit input from all members (Be a door

opener and closer).• Encourage ‘wild’ non-traditional ideas.• Hold to the time line.


Facilitator’s Responsibilities

• After the allotted time, encourage questions for clarification.

• If Affinity Diagramming is to be used, group brainstormed ideas. ALWAYS have an OTHERS column.


Analysis Phase

• Does this idea deserve further consideration? Combination with others?Substitution, ModificationEliminationReverse, inside out, upside down?

• Reduce list to 7-10 viable ideas• Participants research and report to group• Narrow ideas to 2 or 3 potential solutions.

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