Communication Skills 2 EG2157

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Communication Skills 2 EG2157. Topics. Team Dynamics Report Writing Skills Team Presentation Skills Communication Relationships & Strategies Interpersonal Conflicts Conflict Management Negotiation Skills. Assignments. WORKING SMART THROUGH TEAMWORK. - PowerPoint PPT Presentation

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Team Dynamics

Communication Skills 2 EG2157TopicsTeam Dynamics

Report Writing Skills

Team Presentation Skills

Communication Relationships & Strategies

Interpersonal Conflicts

Conflict Management

Negotiation Skills

Assignments

WORKING SMART THROUGH TEAMWORKAll of us know in our hearts that the ideal individual for a given job cannot be found. He cannot be found because he cannot exist. This is why it is not the individual but the team that is key to the success of any enterprise. Definition Of A TeamA team is defined as a group of members who must rely on group work to achieve success.

Members in team are organised around a common set of objectives and their work is mutually dependant.When To Form A TeamConditions needed for a successful team :1. A specified, measurable objective that can be best achieved by a team effort. 2. Knowledge and use of various problem-solving techniques.3. An organisational culture that supports the team concept.4. Sufficient time for adequate training, debating, and discussion

Key Areas Of Resistance to Teams In Organisations Organisational Structure

Management and Supervision

Individual WorkersReasons why workers resist being in a team:1. Fear losing individual rewards and recognition 2. Fear losing individuality3. Fear that teams will create more work4. Fear assuming responsibility5. Fear conflictCharacteristics Of An Effective TeamCommon commitment and identitySpecific team purpose and goalsSize of teamsSkills mixTeam rolesMutual accountabilitySize of Teams

For a team to be effective, there should be between 2 to 25 members With the majority of them having less than 10 members.

Size of Teams

large group of more than 10 would have trouble interacting and communicating constructively.

harder it is to manage.

subgroups will emerge

dominated by a few talkative and aggressive members.

group of 4 to 8 allows everyone to say something

Yet it is big enough for a range of specialized skills

Skills Mix1. Technical and functional expertise

2. Problem-solving and decision-making skills

3. Interpersonal skills

Team Roles + Mutual AccountabilityEvery member of a successful team does equivalent amount of real work; all members, including the team leader, contribute in concrete ways to the teams work product. Team accountability is about the promises members make to themselves and others, promises that underpin two critical aspects of effective teams: commitment and trust. ROLES WITHIN A TEAMA role is a set of expected behaviours associated with a position. Work teams have a set of expectations about how members in the team should behave in the team.

Bales Interaction Process Analysis

Task-related rolesMaintenance-related rolesDefensive rolesDysfunctional roles

Tas roles (Get job done)Initiator suggests new ideas, ways of doing things.Information giver offers relevant facts, informationCo-ordinator brings together ideas, suggestionsEvaluator- measures progress, acts as time Maintenance-related roles (Morale)Encourager praises and supports contributions of others.Gate keeper opens channel of communication, ensuring that quiet members who want to contribute can do so and close-down over-talkative members.Harmoniser - helps to maintain the relationships between members by working to avoid conflict and reduce tension. Group Co-ordinator calls attention to group processes and offers suggestions about problems the group may have in functioning.

Task or Maintenance? Task 6Thats a good idea, Jenny. Tom, I think Marion would like to make a point. Are we agreed on the proposal? Lets move on then. Are you saying that storage is a problem? Should we discuss the production issue first? You sound disappointed with the suggestion.

Defensive Roles Defensive roles are behaviours intended to protect the group from anxiety. Scapegoat - a member who tries to deflect the groups feelings of failure or incompetency from the group to himself.

Tension reliever - jokes, fills long silences with chatter or suggests breaks. Such a role helps the team when the tension is increasing and needs to be broken.

Dysfunctional Roles

Dysfunctional roles are behaviours intended to distract the team from its purpose or to inhibit the teams progress towards its goals. Examples:

Blocker raises irrelevancies or argues a point for too long. Pessimist negative about task and/or group; gloomy.Aggressor - criticises or blames others in a hostile manner.Rebel - breaks team norms and attacks authority. Show-off -draws attention away from the teams purpose.Lobbyist- puts personal goals ahead of teams goalsRecognition seeker - themselves ahead of needs of team.

Belbins Team Role TheoryIMPLEMENTER Disciplined, reliable, conservative and efficient. Turns ideas into practical actions.Somewhat inflexible. Slow to respond to new possibilities.

CO-ORDINATOR Mature, confident, a good chairperson. Clarifies goals, promotes decision-making, delegates well.Can often be seen as manipulative. Off loads personal work.

SPECIALISTSingle-minded, self-starting, dedicated. Provides knowledge and skills in rare supply.Contributes only on a narrow front. Dwells on technicalities.

Belbins Team Role TheorySHAPERChallenging, dynamic, thrives on pressure. The drive and courage to overcome obstacles.Prone to provocation. Offends people's feelings.

PLANTCreative, imaginative, unorthodox. Solves difficult problems.Ignores incidentals. Too pre-occupied to communicate effectively.

RESOURCE INVESTIGATORExtrovert, enthusiastic, communicative. Explores opportunities. Develops contacts.Over-optimistic. Loses interest once initial enthusiasm has passed.

Belbins Team Role TheoryMONITOR EVALUATORSober, strategic and discerning. Sees all options. Judges accurately.Lacks drive and ability to inspire others.COMPLETER FINISHERPainstaking, conscientious, anxious. Searches out errors and omissions. Delivers on time.Inclined to worry unduly. Reluctant to delegate.TEAMWORKER Co-operative, mild, perceptive and diplomatic. Listens, builds, averts friction.Indecisive in crunch situations.COMMUNICATION SKILLS IN TEAMSSpeaking SkillsSupportive CommunicationAn open supportive team encourages people to offer suggestions and solutions and to be part of the team process.

Supportive communication is genuine, spontaneous and non-evaluative.

Supportive communication creates a climate of trust, respect and cohesiveness within the team.

Group Decision-Making Methods

Majority rule

Compromise

Consensus

Outcomes:a. Majority rule:Outcome:Win-loseb.Compromise:Outcome:Lose-losec.Consensus:Outcome:Win-Win

ACTIVITIES AND QUESTIONS

ICA 1.ICA 1ICA 1: TEAM DYNAMICS (20 MARKS)Objectives: To encourage cooperation among classmates and help you come together as a team, You can gather together concepts on Team Dynamics into a practical experience and it is also hoped that you will become more comfortable with the idea of introducing, leading and presenting an activity in class.

Description: Your tutor will divide the class into 4 teams. You should give yourselves opportunities to work with different people for different assignments throughout this semester. Each member in your team should have a role to play and must take up a position which gives him sufficient speaking and presentation opportunities.

ICA 1Part 1: Team-building activity

In your team, run a team-building activity in class (or other suitable areas in campus) to achieve at least one of the following objectives:--to encourage cooperation among students/ help them come together as a team-to show that everyone contributes to the teams success-to show that skills in speaking, questioning, listening are important to team performance-others, please specifyMake sure that each team in the class presents a different activity.

ICA 1Part 2: DebriefBefore you run the activity, you need to present and give clear instructions on how the class can participate. After the activity, give a debrief. Your debrief should cover objective(s) achieved and learning points and concepts shown by your activity.You are given 20 minutes to run the team-building activity and give the debrief. You should allocate sufficient time (at least 5 minutes) for the debrief.Part 3: Reflection/ Evaluation (via email to your tutor before the next lesson)Reflect on and evaluate your learning experience when you ran the team-building activity or participated in other team-building activities by other groups. Reflections or feedback should be meaningful and specific describe specific things that you did, saw or heard which had an impact on you. If you are giving feedback on other activities, remember to be constructive.

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