Study Plan: Teamwork and Communication

Adjourning

what happens when a team has completed their tasks and break up

Cross-functional Team

a team that pulls its members from across the different functional areas of an organization

Denial-of-service Attack

a cyber attack in which the perpetrator seeks to make a machine or network resource unavailable to its intended users by temporarily or indefinitely disrupting the services of a host connected to the Internet

Diagonal communication

the sharing of information among different structural levels within a business and between different functional areas

Downward communication

communication from superiors to subordinates in a chain of command

External communication

when an organization communicates with people or organizations outside the business

Flows

patterns of communication within a business

Formal communication network

all the communication that runs along its official lines of authority, matching the organizational structure of the business

Forming

first step in team development that includes defining and assigning tasks, establishing a schedule, organizing the team’s work, and other start…up matters but also gathering information and forming impressions about each other

Group

two or more individuals who share common interests or characteristics, and its members identify with one another due to similar traits

Horizontal communication

the flow of messages between individuals and groups on the same level of an organization

Informal communication network

does not follow the hierarchy of the organization but is established around the social affiliation of members of an organization

Lean

a way to describe a communication channel that conveys information without immediate interaction

Manager-led Team

team members complete the required tasks, but someone outside the team (i.e., a manager) performs the executive functions

Norming

after a team has clarified its purpose and its strategy for achieving its goals, it transitions to a period focused on developing shared values about how team members will work together

Performing

stage of team development when team members work together easily on interdependent tasks and are able to communicate and coordinate effectively

Project Team

a team whose members are assembled for a specific project or business objective

Résumé

a written inventory of your education, work experience, job-related skills, accomplishments, volunteer history, internships, residencies, and more

Reverse chronological résumé

a common format that lists your experiences with the most recent appearing first and then going backwards in time

Rich

a way to describe a communication channel that allows for more interactivity, two-way communication, and observing nonverbal cues

Self-managed Team

a group of employees working together who decide between themselves how they will be accountable for most or all aspects of their task

Spoofing or phishing

ways scammers use to fool people into transmitting sensitive, personal information

Storming

team members begin to share ideas about what to do and how to do it that compete for consideration

Team

a group of people with different skills and different tasks, who work together on a common project, service, or goal, combining their functions and providing mutual support along the way

Upward communication

the transmission of information from lower levels of an organization to higher ones

Virtual team

a group of individuals in different geographic locations who use technology to collaborate on work tasks and activities

Viruses, worms, and Trojan horses

types of malicious software used by hackers to steal or disrupt the flow of information

Team Development Stages

• 1. Forming: Bringing together a group of individuals. Individuals focus on defining and assigning tasks, establishing a schedule, organizing the team’s work, and other start-up matters.

• 2. Storming: Once their efforts are underway, team members need clarity about their activities and goals, as well as explicit guidance about how they will work independently and collectively. This leads to a period known as storming—because it can involve brainstorming ideas and causes disruption.

• 3. Norming: Successfully moving through the storming stage means that a team has clarified its purpose and its strategy for achieving its goals. It now transitions to a period focused on developing shared values about how team members will work together – norms of collaboration. Norms become a way of simplifying choices and facilitating collaboration

• 4. Performing: Once norms are established and the team is functioning as a unit, it enters the performing stage. By now team members work together easily on interdependent tasks and are able to communicate and coordinate effectively.

• 5. Adjourning: Includes both the last steps of completing the task and breaking up the team. The team may formally acknowledge the end (of the project and decide to organize some sort of celebration or ceremony to acknowledge contributions and achievements before it disbands. The adjourning stage is an important way of providing closure.

Communciation Channel

the means of passing information from a sender to a recipient, including oral and written modes that differ along a scale from rich to lean (Rich communication channels are more interactive, provide opportunities for two-way communication, and allow both the sender and receiver to read the nonverbal messages. The lean channels present information without allowing for immediate interaction and they often convey just the facts.)

Communication Barriers

• The use of jargon: The use of unfamiliar, overcomplicated, or technical terms can generate confusion and obscure meaning of the sender’s message. The solution is to use clear and concise messages that are easy to understand.

• Withholding information: Within an organization, some information is kept confidential due to company policies. Make sure the information that is needed is readily available and easily accessible.

• Chain of command: The maintenance of an organization’s hierarchy is essential, but its very presence can reduce the flow of communication. To counteract that tendency, it’s important to reduce unnecessary hierarchical levels and increase departmental interaction and support a culture of information exchange.

• Lack of trust: In companies with a competition-driven culture, there may be a lack of trust among employees, which can hamper communication. Companies should strive to involve their employees in decisions, emphasize the importance of sharing information, and communicate openly and honestly.

• Physical barriers or disabilities: Hearing, vision, or speech problems can make communication challenging. Organizations need to be aware of accessibility issues for both internal and external communication.

• Bias: Preconceptions or prejudice can lead to stereotyping or false assumptions. Using care to choose unambiguous, neutral language and explain things clearly can help reduce bias.

• Filtering: People may hear what they expect to hear or want to hear, rather than what is said. Because filters are present in every system of communication, the message that the receiver receives is rarely the same as the one the sender sends. Some distortion of the message is almost inevitable.

• Language and cultural differences: Language use and social norms vary enormously from culture to culture. Companies need to educate themselves about cultural sensitivities and gear their messages to their audiences.

Feedback

Providing feedback, corrective/evaluative information, on short-term objectives helps to sustain an employee’s motivation and commitment.

When giving feedback, managers should do the following: Create a positive context, Use constructive and positive language, Focus on behaviors and strategies, Tailor feedback to the needs of the individual worker, Make feedback a two-way communication process

Active Listening

a communication technique where you give a speaker your complete focus, process their verbal and nonverbal messages, and respond intentionally rather than just passively hearing words

Collaboration

the process where two or more individuals or teams work together, sharing skills, knowledge, and resources to achieve a common business goal

Trust and Cohesion

Trust is the willingness of a team member to make themselves vulnerable to the actions, words, or decisions of another. Team cohesion is the interpersonal bond and unity that pulls members together and drives them to stay united toward shared goals. 

Trust helps people be more willing to share ideas, ask questions, seek guidance, and admit mistakes. Lack of trust can hinder effective communication and efficient work processes

 Members of strongly cohesive teams are more inclined to participate readily and to stay with the team.