CHAPTER 10 TEAM COMMUNICATIONS

CHAPTER 10 TEAM COMMUNICATIONS

"Whether they are one-on-one encounters, a small 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

Peter Capezio

INTRODUCTION

This chapter will identify concrete steps to improve the quality of meetings and thus the effectiveness of the teams. Specifically, the chapter includes highlights of...

Team dynamics Basic psychology of communication Importance of team communications Training for improving presentations in team meetings Promotional pointers

INTRODUCTION

Peter Capezio has defined a team as "a group of individuals working together for a common purpose, who must rely on each other to achieve mutually defined results."
Two important aspects of this definition are "common purpose" and "rely on each other." If the team does not have a common purpose they are just a group of people meeting together. And if they really do not need each other to achieve that purpose there is really no point in meeting.

INTRODUCTION

A major means of avoiding or overcoming the dysfunctions of teams is through effective meetings.

While the following guidelines will not prevent or solve all team problems, they point the way to achieving much greater effectiveness.

Five Dysfunctions of a Team

Clear Communication
COMMUNICATION IS what we Do to GIVE and GET UNDERSTANDING

GUIDING PRINCIPLES

The Information Principle:

Effective communication increases motivation The more levels a communication goes through, the more distorted it becomes. Communication that appeals to feelings and attitudes tends to be more motivational than that which appeals only to reason. The sooner and more often an idea or skill is put to work, the better it is learned and remembered.

The Distortion Principle:

The Psychological Appeal Principle:

The Utilization Principle:

IMPORTANCE OF TEAM COMMUNICATONS

Effective team meetings serve a number of basic management purposes:

Best way to ensure everyone has received a critical and timely message.

Creates a cooperative climate through participation and team interaction.

Help give everyone the same attention and exposure to information.

IMPORTANCE OF TEAM COMMUNICATONS

Effective team meetings serve a number of basic management purposes:

They give the person conducting the meeting practice in improving communications and human relations skills. They help build that person's image as a leader in the minds of the team members.

PROFESSIONAL LEADERSHIP

is Getting Results Through Other People by

COMMUNICATING MODELING EMPOWERING REINFORCING COACHING which are

THE BEDROCKS of Front-line Leadership

MEETING LEADERSHIP SKILLS

Before The MeetingNothing is more vital to effective meetings than what the leader does to plan, to communicate, to prepare - before the meeting occurs.

PLANNING includes pinpointing meeting objectives, developing agenda and objectives.

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

COMMUNICATION

Good advance COMMUNICATION helps to ensure a good meeting. Whenever practical, the leader should send an agenda to all who are expected to attend.

This should show the meeting's purpose, time, place and subjects. Often it will be helpful to state briefly what is expected of those who attend. Also, distribute the agenda ahead of time, giving them time to arrange their schedules and to prepare for the meeting.

PREPARATION

For the leader, PREPARATION includes ensuring the availability of the meeting place and all necessary 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 this well.

During The Meeting

GET IT GOING. You owe it to those who are there to start on time. You can start the meeting by thanking the people for coming; referring to the written 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 a telling type of meeting, you can keep it going by putting to work the Principle of Involvement: Meaningful involvement increases motivation and support.

To deal with the problems on the table, you must know how to work with the people around it.

The Arguer

The Arguer

The Arguer - against everything; tries to trip up the leader; 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?" "Are there other possibilities?" - "Do you think everybody feels that way?" - "What's the other side of the coin?" Give the person enough rope to form his or her own noose, and let the group reaction handle it. Quickly move the program along.

The Arguer

Get a show of hands: "How many of you see it that way?" - "How many of you see it some other way?" Find honest merit in one of his or her points; express your agreement and/or get the group to agree. Talk to the person between meetings; try to find out what's bugging him or her; try to win cooperation.

The Pessimist

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 brighter side: Ask, "Is it totally hopeless, or is there something we can salvage out of the situation?"

The Pessimist

Point out that some things are beyond the control of the group and there is nothing to be gained from concentrating on them. Tell the person you will discuss the matter with him or her privately, later. Ask for the person's suggestions concerning what can be done to improve the situation. For valid complaints, adjust the adjustable; correct the correctable; thank the person for aiding the improvement.

The Jokester

The Jokester

The Jokester - treats things lightly; delights in puns, jokes and stories; tries to take center stage, to stay in the spotlight. Sober him or her up a bit with a challenging question or serious assignment. Emphasize the meeting objectives, agenda and time constraints. Thank him or her for the remarks that help to emphasize key points; let him or her know when the remarks are inappropriate; ignore some comments.

The Know-It-All

The Know-It-All - may try to monopolize the conversation; shows symptoms of the "I" disease (I did this, I did that,!...!...!...); doesn't seem open to learning more. Use small group discussions, call on specific people, and use related group dynamics to promote everyone's adequate participation. Build the confidence of the rest of the group so they will not be intimidated by this person; encourage appropriate reactions. Ignore or downplay superfluous statements and give the individual credit for good contributions

The Clam

The Clam

The Clam - the non-participant; the loner; may be bashful, inarticulate, insecure, or timid; may be bored; may feel superior. Ask direct questions; encourage discussion of the familiar ("You've had lots of safety committee experience. What do you see as the committee's strongest points and weakest points?"). Promote participation by special assignments (e.g., timer, buzz group recorder/reporter, visual aid assistant). Reinforce participation by expressing honest appreciation; by restating and re-emphasizing key points made by relating to those points in later discussion.

The Rambler

The Rambler

The Rambler - gets off base, misses the point; makes irrelevant comments. Refocus his or her attention by ignoring the irrelevant 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)

The Initiator

Others

The Initiator - gets the discussion going when others are having trouble; participates without monopolizing; stimulates others to participate effectively. The Conciliator - has a knack for smoothing things over; minimizes potential problems of personality conflicts among individuals; provides a rational, calming influence. The Creative Thinker - gives things a new twist; brings out relationships and implications that are unique; stimulates others to look at things with a fresh viewpoint.

Skillful Questioner

Others

The Skillful Questioner - knows when and how to use questions; gives others the opportunity to make their points by responding to questions raised; makes significant points by asking the right questions at the right time. The Summarizer - organizes information quickly and concisely; summarizes where we've been and where we're headed; highlights key points; helps keep discussion on the right track. The Positive Participant - pays attention; takes meaningful notes; makes significant contributions; asks pertinent questions; reveals insights and practical applications.

After The Meeting

The meeting leader's job doesn't end when the meeting ends. He or she still has at least four critical 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 have been better, and put the results to work for more effective meetings.

5P Method For Effective Talks:

1) 2) 3) 4) 5)

Prepare Pinpoint Personalize Picturize Prescribe

Four key discussion leading methods of value to meeting leaders are the ...
a)

Lecture and Discussion Method Question and Answer Discussion Method

b)

c)

Pro and Con Discussion Method

Small Group Discussion Method

d)

Regular planned meetings help to...

1)

2)
3) 4) 5)

6) 7)

Increase awareness and understanding Reduce resistance to change Aid problem identification and analysis Develop solutions for problems Stimulate acceptance of policies, practices and decisions Reinforce desired attitudes and behavior Reduce injuries and damage - improve safety Reduce rejects and rework - improve quality