Chapter 3: Team Communication and Difficult Conversations

COLLABORATING IN A TEAM

Tips for Effectiveness

• Information & Knowledge

• Diversity of Viewpoints

• Acceptance of Solutions

• Performance Focus

• Psychological Safety

SITUATIONAL HUMILITY

• It’s hard to “learn” if you already know

• Be curious and listen to what others have to say

• Allow others the safety to ask questions (don’t judge their curiosity)

• Be empathetic and understanding of others’ feelings

EFFECTIVE TEAMS

• Clear Objective

• Shared Purpose

• Strong sense of trust (humility)

• Reach decisions by consensus

• Think creatively

• Know how to resolve conflict

COLLABORATING IN A TEAM

Groupthink

• Collective Rationalization

• Moral High Ground

• Self-Censorship

• Illusion of Unanimity and Invulnerability

• Peer Pressure

• Stereotyping

INEFFECTIVE TEAMS

1. Ineffective use of meeting time.

2. Ineffective communication among team members.

3. Lack of accountability.

4. Individuals who don’t complete assignments.

5. Lack of preparation in meetings.

TEAM EVOLUTION

• Forming

  • Team members focus on gaining acceptance

• Storming

  • Team members open up with competing ideas

• Norming

  • The team arrives at a work plan, including roles, goals, and accountabilities

• Performing

  • The team operates efficiently toward accomplishing its goals

DEVELOP TEAM TRUST

1. Get to know each other and find common ground

2. Self disclosure: Sharing information about yourself (goals, aspirations, views, values, etc.)

3. Hold an effective launch meeting

4. Commit to working together and separately

5. Make sure everyone is heard

6. Make it safe to let team members express ideas

7. Give team members decision-making authority

RESOLVE CONFLICT

• Proactive behavior: deal with minor conflicts before they become major

• Communication: get those directly involved in a conflict to participate in resolving it

• Research: seek factual reasons for a problem before seeking solutions

• Flexibility: don’t be “locked” into a position/view

EFFECTIVE MEETINGS

• Plan-What’s the point?

• Pre-Meeting- Send an Agenda!

• Meeting-Be on time and Present

• Post-Meeting- Send Meeting Minutes

TEAM MEETINGS

• What’s the point? (clearly define the purpose of the meeting.)

  • Is it a strategic planning, information sharing, or brainstorming meeting for example?

  • Only have one specific purpose per meeting. Because the purpose will help you determine who’s invited, how long the meeting is, maybe even where the meeting is held and it will definitely influence how you structure and run the meeting.

• Have an Agenda so people know why they should be at this meeting

• Watch the time – commit to start and end on time

• Be in the Here and Now – get rid of mental and physical distractions (e.g. no cell phones!)

• Take Proper Minutes – Answer the 3 W’s Who is going to do What and When

• Have Fun

MEETING AGENDA

1. Provides structure for meetings.

2. Typically includes:

   • Essential Details of Meeting (date and time, where to meet, who will be there)

   • Agenda items

   • Time frames* (optional)

   • Goals/expected outcomes

   • Roles

   • Materials needed

4 KINDS OF AGENDA ITEMS

1. Request an action

2. Request information

3. Share information

4. Request advice

ACTIVITY

Topic: Presentation Project

1. Get together with 2-3 other people

2. Brainstorm and consider what would go in a Meeting Agenda for the FIRST Presentation Project meeting

MEETING ETIQUETTE

ENCOURAGE PARTICIPATION

Facilitator…

• Stick to the agenda items

• Get everyone involved

SEND MEETING MINUTES

• Important Announcements.

• Action Items Discussed.

• Key Decisions Made/Voting outcomes.

• Responsibilities Assigned/Status Updates.

• Next steps.

• Next meeting date and time.

WHAT IS THE GOAL OF COMMUNICATION?

Shared meaning occurs when both the speaker and receiver(s) have a mutual understanding of the message.

BARRIERS TO SHARED MEANING

• External Noise

• Internal Noise

ACTIVE LISTENING – PAY ATTENTION!

• Devote whole attention to others.

• Allow other(s) time to express themselves completely.

• Try to understand speakers from their perspective.

• Empathize and provide psychological safety

INCIVILITY AT WORK

Employees who are targets of incivility respond:

• 50% lose work time worrying about future interactions with instigators of incivility.

• 50% contemplate changing jobs.

• 25% intentionally cut back work efforts.

• 70% tell friends, family, and colleagues about their dissatisfaction.

• 1 in 8 leave their jobs

EMOTIONAL HIJACKING

When emotions control our behavior causing us to react without thinking

FOSTER CIVILITY AT WORK

1. Slow down.

2. Listen to the voice of empathy.

3. Keep a positive attitude.

4. Respect others.

5. Disagree graciously and refrain from arguing.

6. Get to know people around you.

7. Ask, don’t tell.

HOLDING JUDGMENT

Judger mind-set

• Having your mind made up beforehand.

Learner mind-set

• Hear others’ ideas (listen with an open mind).

ASK THE RIGHT QUESTIONS

REFLECTING

To make sure you really understand others, paraphrase what you’re hearing.

CLARIFYING

Make sure you have a clear understanding of what others mean

SOUND LESS ACCUSATORY

• Use I-Statements

  • I feel

  • I believe

  • I think

• Validating - acknowledge they had an idea and recognize their perspectives as credible and legitimate

• Ask questions

• Give counter solutions