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Business Communication: Process and Product, 3e

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Conflict Style: Competing. Behaviors. Imposing of dictating a decision ... Conflict Style: Collaborating. Benefits. High-quality decisions. Learning and communication ... – PowerPoint PPT presentation

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Title: Business Communication: Process and Product, 3e


1
Communicating in Teams
Guffey text Ch 2, Thill/Bovee text Ch 2, Robbins
text Ch 8-9
2
Why Use Teams?
  • Two together can accomplish more than two
    separately
  • When is this statement true?
  • When is this statement not true?

3
Why Use Teams?
  • Better decisions
  • Faster response
  • Increased productivity
  • Greater buy-in
  • Less resistance to change
  • Improved employee morale
  • Reduced risks

4
Beware Teams Arent Always the Answer
  • Three tests
  • Is the work complex, requiring different
    perspectives?
  • Does the work create a common purpose/set of
    goals? Is purpose as strong a motivator as
    existing individual goals?
  • Are group members involved in interdependent
    tasks?

5
Characteristics of Successful Teams
  • Small size, diverse makeup
  • Agreement on purpose
  • Agreement on procedures
  • Ability to deal with conflict
  • Use of good communication techniques
  • Ability to collaborate rather than compete
  • Shared leadership

6
4 Stages of Team Development
  • FORMING
  • STORMING
  • NORMING
  • PERFORMING
  • Teams can get stuck, or repeat stages.

7
Roles Played by Team Members
  • Task Roles
  • Initiator
  • Information seeker/giver
  • Opinion seeker/giver
  • Direction giver
  • Summarizer
  • Diagnoser

8
Roles Played by Team Members
  • Energizer
  • Gatekeeper
  • Reality tester

What kinds of statements might be made by these
role players?
9
Roles Played by Team Members
  • Relationship Roles
  • Participation encourager
  • Harmonizer/ tension reliever
  • Emotional climate evaluator
  • Praise giver
  • Empathic listener

What kinds of statements might be made by these
role players?
10
Roles Played by Team Members
  • Dysfunctional Roles
  • Blocker
  • Attacker
  • Recognition-seeker
  • Joker
  • Withdrawer

What kinds of statements might be made by these
role players?
11
Skills for Team Leaders/Facilitators
  • Task Relationships
  • Goal setting
  • Agenda making
  • Clarifying
  • Summarizing
  • Verbalizing consensus
  • Establishing work patterns
  • Following procedures

12
Skills for Team Leaders/Facilitators
  • Interpersonal Relationships
  • Regulating participation
  • Maintaining positive climate
  • Maintaining mutual respect
  • Instigating group self-analysis
  • Resolving conflict
  • Instigating conflict

13
ConflictFunctional vs. Dysfunctional
14
Types of Conflict
15
Task Conflict
  • Low to moderate levels functional
  • Positive effect on group performance when
    stimulates discussion

16
Relationship Conflict
  • Almost always dysfunctional
  • Increases personality clashes
  • Decreases understanding

17
Process Conflict
  • At low levels functional
  • Becomes dysfunctional when
  • Creates uncertainty about task roles
  • Increases time to complete tasks
  • Leads to members working at cross-purposes

18
Conflict When to Call the Boss
  • Conflict source is external to team
  • Dysfunctional task or process conflict remains
    unresolved
  • team applies conflict management process
  • no immediate and sustained improvement
  • Relationship conflict remains unresolved or
    creates hostile workplace environment

19
Discussion Communication Matters
  • Workplace Communication

20
Managing Conflict
  • Conflict management styles
  • Six-step procedure for managing conflict
  • Dealing with avoidance
  • Group decision-making methods

21
Conflict Management Styles
22
Conflict Style Avoiding
  • Behaviors
  • Avoiding people you find troublesome
  • Avoiding issues that are unimportant, complex, or
    dangerous
  • Postponing discussion until later

23
Conflict Style Avoiding
  • Benefits
  • Reducing stress
  • Saving time
  • Steering clear of danger
  • Setting up more favorable conditions
  • Costs
  • Declining working relationships
  • Resentment
  • Delays
  • Degraded communication and decision making

24
Conflict Style Competing
  • Behaviors
  • Imposing of dictating a decision
  • Arguing for a conclusion that fits your data
  • Hard bargaining (making no concessions)

25
Conflict Style Competing
  • Benefits
  • Asserting your position
  • Quick victory potential
  • Self-defense
  • Testing assumptions
  • Costs
  • Strained work relationships
  • Suboptimal decisions
  • Decreased initiative and motivation
  • Possible escalation of 4 horsemen

26
Conflict Style Accommodating
  • Behaviors
  • Doing a favor to help someone
  • Being persuaded
  • Obeying an authority
  • Deferring to anothers expertise
  • Appeasing someone who is dangerous

27
Conflict Style Accommodating
  • Benefits
  • Helping someone out
  • Restoring harmony
  • Building relationships
  • Choosing a quick ending
  • Costs
  • Sacrificed concerns
  • Loss of respect
  • Loss of motivation

28
Conflict Style Compromising
  • Behaviors
  • Soft bargaining (exchanging concessions)
  • Taking turns
  • Moderating your conclusions

29
Conflict Style Compromising
  • Benefits
  • Pragmatism
  • Speed and expediency
  • Fairness
  • Maintaining relationships
  • Costs
  • Partially sacrificed concerns
  • Suboptimal solutions
  • Superficial understandings

30
Conflict Style Collaborating
  • Behaviors
  • Reconciling interests through a win-win solution
  • Combining insights into a richer understanding

31
Conflict Style Collaborating
  • Benefits
  • High-quality decisions
  • Learning and communication
  • Resolution and commitment
  • Strengthening relationships
  • Costs
  • Time and energy required
  • Psychological demands
  • Possibility of offending
  • Vulnerability risk

32
Six-Step Procedure for Managing Conflict
Goal Collaborate or Compromise
  • Listen
  • Understand the other point of view
  • Show concern for the relationship
  • Look for common ground
  • Invent new problem-solving options
  • Reach a fair agreement

33
Dealing with Avoidance
  • Clear the air
  • If youre on a team with someone who seems
    consistently irritated, a martyr, or
    passive-aggressive
  • Ask for a private meeting
  • Solicit feedback
  • Listen without interrupting and with an open mind
  • Request permission to respond with equal openness

34
Group Decision-Making Methods
  • Majority (vote)
  • Consensus (buy-in)
  • Minority (subgroup recommendation)
  • Averaging (compromise)
  • Authority rule with input

What are the advantages and disadvantages of each
method?
35
Productive Meetings
36
Is a Meeting Necessary?
  • Topic is important
  • Need for input/decision is urgent
  • Requires an exchange of ideas
  • A meeting is not necessary when
  • Objectivedistribute information
  • No immediate feedback required

37
Productive Meetings
  • Before the meeting
  • Invite the right people
  • those who have information
  • those who make decisions
  • those who implement decisions
  • Distribute an agenda
  • essential for introverts
  • include required pre-meeting preparation

38
Productive Meetings
  • During the Meeting
  • Establish ground rules
  • Assign facilitator role
  • Start on time (watch socializing)
  • Introduce agenda, add items if needed or put on
    parking lot
  • Appoint a recorder
  • Encourage balanced participation
  • Confront conflict frankly
  • Summarize points of consensus

39
Productive Meetings
  • Ending the meeting
  • End on time
  • Review meeting decisions
  • Remind people of action items (identify who will
    do what by when)
  • Following up
  • Distribute minutes of meeting
  • Absentees (for record)
  • list of decisions
  • action items

40
Organizing Team-Based Written and Oral
Presentations
  • See text (p. 53-55)
  • See consulting project on web site
  • See boss (Loescher)
  • Goal Successful, meaningful, and FUN project

41
The End
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