Team
Communication
and Difficult
Conversations
Chapter 3
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Chapter Overview
Principles of team communication
Approaches to effective meetings
Effective virtual teams
Group writing strategies
Handling difficult conversations
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
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Learning Objectives
LO3.1 Explain the principles of team communication in
high-performing teams.
LO3.2 Describe and demonstrate approaches to planning,
running, and following up on meetings.
LO3.3 Explain the principles of effective virtual team
communication.
LO3.4 Describe strategies for effective group writing.
LO3.5 Explain basic principles for handling difficult
conversations.
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
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Most Common Functions of Teams
Handling special projects
Completing the work of particular departments
Developing internal systems innovations
Creating customer-service innovations
Developing product innovations
Engaging in employee development
Reducing time to market for products and services
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
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Barriers to Team Effectiveness
Ineffective communication
Lack of effective chartering and goal setting
Lack of clarity and goal setting
Low morale
Low productivity
Lack of trust
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
3-5
Frustrating Aspects of Being Part of a
Team for Business Professionals
Ineffective use of meeting time
Ineffective communication among team
members
Lack of accountability
Individuals who don’t complete assignments
Lack of preparation in meetings
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
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Principles of Effective Team
Communication
 Teams should focus first and foremost on
performance
 Teams go through four natural stages to reach
high performance
 Effective teams build a work culture around
values, norms, and goals
 Effective teams meet often
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
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Principles of Effective Team
Communication
 Effective teams embrace differing viewpoints
and conflict.
 Effective teams find out the communication
styles and preferences of one another
 Effective teams provide a lot of positive
feedback and evaluate their performance
often
 Effective teams feel a common sense of
purpose
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
3-8
Stages of Development in
High-Performance Teams
Figure 3.1
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
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Stages of Development in
High-Performance Teams
Forming stage
team members focus
on gaining acceptance
and avoiding conflict
Storming stage
team members open
up with their
competing ideas
about how the team
should approach work
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
3-10
Stages of Development in
High-Performance Teams
Norming stage
the team arrives at a
work plan, including
the roles, goals, and
accountabilities
Performing stage
teams operate
efficiently toward
accomplishing their
goals
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
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Principles of Effective Team
Communication
Team culture
refers to a set of shared perceptions and
commitment to collective values, norms, roles,
responsibilities, and goals.
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
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Principles of Effective Team
Communication
Team charter
provides direction to
the team in how it
functions to meet
shared objectives.
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
3-13
Embracing Differing Viewpoints
Inherent diversity
involves traits such as
age, gender, ethnicity,
and sexual
orientation.
Acquired diversity
involves traits you
acquire through
experience, such as
customer service
experience, retail
experience, or
engineering
experience
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
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Behaviors that Drive Diversity
1. Making sure everyone is heard;
2. Making it safe to let team members express
3.
4.
5.
6.
novel ideas;
Giving team members decision-making
authority;
Sharing credit;
Giving useful feedback
Putting feedback into action.
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
3-15
Embracing Differing Viewpoints
Disassociation
process by which
professionals accept
critique of their ideas
without taking it
personally and
becoming defensive
Association
psychological bonding
that occurs between
people and their ideas
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
3-16
Planning for Meetings:
Essential Questions
What is the purpose of the meeting? What
outcomes do I expect?
Who should attend?
When should the meeting be scheduled?
What roles and responsibilities should people
at the meeting have?
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
3-17
Planning for Meetings:
Essential Questions
What will be the agenda?
What materials should I distribute prior to the
meeting?
When and how should I invite others?
What logistical issues do I need to take care of
(reserving rooms, getting equipment, printing
materials)?
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
3-18
Least Productive Parts
of the Workday
Figure 3.5
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
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Types of Meetings
Coordination
meetings
primarily focus on
discussing roles,
goals, and
accountabilities.
Problem-solving
meetings
typically involve
brainstorming about
how to address and
solve a particular
work problem.
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
3-20
Creating and Distributing
the Agenda
Agendas provide structure for meetings
Most agendas should include:
items to be covered
time frames
goals and/or expected outcomes
Roles
materials needed.
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
3-21
Creating and Distributing
the Agenda
Figure 3.6
Sample Meeting Agenda
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
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Running Effective Meetings
Create Tradition, Culture, and Variety
Set Expectations and Follow the Agenda
Encourage Participation and Expression of Ideas
Build Consensus and a Plan of Action
Closing the Meeting
Dealing with Difficult People
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
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Closing the Meeting
How much information, analysis, and
interpretation did I provide?
Did I communicate my ideas even if they
conflicted with someone else’s?
Did I participate in the implementation of the
timeline? Did I meet deadlines?
Did I facilitate the decision-making process? Or
did I just go with the flow?
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
3-24
Following Up After Meetings
Follow up by
distributing the
minutes of the
meeting
Memo, email, team
blog
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
3-25
Following Up After Meetings
Figure 3.7
Sample Meeting
Minutes
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
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Working in Virtual Teams
Virtual teams
generally consist of team members located at
various offices (including home offices) and rely
almost entirely on virtual technologies to work
with one another.
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
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Working in Virtual Teams
Focus on Building Trust at Each Stage of Your Virtual Team
Meet in Person if Possible
Get to Know One Another
Use Collaborative Technologies
Choose an Active Team Leader
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
3-28
Maintaining Trust over the Life of a
Virtual Team Project
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3-29
Run Effective Virtual Meetings
Start the meeting with social chat
Start with a contentious question
Asking “what do you think about” questions
Make sure each team member is involved
Articulate views precisely
Take minutes in real-time
Focus on your teammates and avoid multitasking
Use video when possible
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
3-30
Group Writing
Start Right Away
Work Together at the Planning Stage
Make Sure Your Roles and Contributions Are Fair
Stay flexible and open
Meet in Real Time Consistently and Ensure the
Writing Reflects the Views of the Group
Discuss How You Will Edit the Document Together
Consider a Single Group Member to Polish the
Final Version and
Ensure a Consistent Voice
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
3-31
Managing Difficult Conversations
Difficult conversations often center on
disagreements, conflict, and bad news
Many people prefer to avoid difficult
conversations because they want to avoid
hurting the feelings of others or want to avoid
conflict
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
3-32
Principles of Difficult Conversations
Embrace difficult conversations.
Assume the best in others.
Adopt a learning stance.
Stay calm/overcome noise.
Find common ground.
Disagree diplomatically.
Avoid exaggeration and either/or approaches.
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
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Components of Difficult
Conversations
1.
2.
3.
4.
Start well/declare your intent
Listen to their story
Tell your story
Create a shared story
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
3-34
Chapter Takeaways
Principles of team communication
Approaches to effective meetings
Effective virtual teams
Group writing strategies
Handling difficult conversations
© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any
manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
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