商務與管理溝通（英文版 原書第12版）課件 Ch07 Working and Writing in Teams

Chapter7WorkingandWritinginTeamsLearningObjectives7-1 Differentkindsofproductiveandnonproductiverolesinteams.7-2 Groupdecision-makingstrategies.7-3 Characteristicsofsuccessfulteams.7-4 Techniquesforresolvingconflict.LearningObjectives(continued)7-5 Techniquesformakingmeetingseffective.7-6 Technologiestouseinteamwork.7-7 Techniquesforcollaborativewriting.TeamworkTheabilitytoworkeffectivelyinteamsisaTopTenskillBenefitsofTeamsProvidemultipleperspectivesTacklelargeprojectsFostercreativityManageriskProducebetterresultsTeamsCanFocusonDifferentDimensionsInformationaldimensionsfocusoncontentTheproblem,data,andpossiblesolutionsProceduraldimensionsfocusonmethodandprocessHowwilltheteammakedecisions?Whowilldowhat?Whenwillassignmentsbedue?Interpersonaldimensionsfocusonpeople,promotingfriendliness,cooperation,andteamloyaltyStagesofaTeamDifferentkindsofcommunicationdominateduringthesestagesofataskteam’slife:FormationCoordinationFormalization

FormationCreatesocialcohesivenessandproceduresformeetingbyestablishingexpectationsandgoals:DevelopmentgoalsStepsyouneedtotaketomovetowardgoalsTheknowledgeandexperienceyoucanbringtotheprojectWaystoleverageyourknowledgeandexperienceGroundRulesforTeamsJumptolongimagedescriptionCoordinationProceduralandinterpersonalcommentshelpmaintaindirectionandfriendliness—mostofthecommentsshoulddealwithinformationGoodinformationisessentialtogooddecisionsSuccessfulteamsdeliberatelyseeknumerouspossiblesolutionsandcarefullyconsidereachbeforechoosingthebestoneFormalizationThegroupfinalizesitsworkThegroupseekstoforgetearlierconflictsThesuccessofthisphasedetermineshowwellthegroup’sdecisionwillbeimplementedEtiquetteforTeamwork1Setyourcellphoneonvibrate2Refrainfromtextingoremailing3Don’tmultitask4Focusonthepersonwhoistalking5Don’tinterruptotherswhilethey’retalkingRolesIndividualmemberscanplaymultipleroleswithinteams,andtheserolescanchangeRolesonteamscanbepositiveornegative,asseeninFigure7.2JumptolongimagedescriptionLeadershipinTeamsEffectiveteamsbalancethreekindsofleadershipInformationalleadersgenerateandevaluateideasandtextInterpersonalleadersmonitortheteam’sprocess,checkpeople’sfeelings,andresolveconflictsProceduralleaderssettheagenda,makesureeveryoneknowswhat’sdueforthenextmeeting,communicatewithabsentteammembers,andensureassignmentsarecarriedoutEffectiveTeamLeadersWorkwithotherteammembersTalkandlistentofollowersHelpallmembersdevelopskillsCommunicateaclearstrategyTypicalDecision-MakingStrategiesTwomaintypes:VotingConsensusPreferencescandifferbycultureStandardProblem-SolvingProcessIdentifythetaskorproblemUnderstandwhattheteamhastodeliver,inwhatform,bywhen,andwhatresourcesareavailableGatherinformationEstablishcriteriaBrainstormsolutionsMeasurealternativesagainstcriteriaChoosethebestsolutionDotPlanningBrainstormideasRecordideasonthewallGiveteammembersstripsofdotsindifferentcolorsrepresentinghighandlowpriorityAttachdotstoideasCharacteristicsofSuccessfulStudentTeamsAssignspecifictasksSetcleardeadlinesSchedulefrequentmeetingsUsenonverbalcuesListenskillfullyRespondtoemotionandwordsBuildtrustCommunicateregularlythroughouttheprocessCommunicatethroughconflictRecognizecontributionofallEveryoneworksactivelyMakedecisionstogetherListenandacceptcriticismDealdirectlywithconflictsPeerPressureandGroupthinkDisagreementleadstomultipleperspectives,whichmakeforbetterproductsSomepeoplefeeluncomfortablewithdisagreement,sotheyagreeinsteadofsharingtheirthoughtsPeerpressurecanforcepeopletoagreeratherthansharetheirideas,evenwhentheirideasarecorrectWorkingonDiverseTeams1Diverseteamscanextendtherangeofgroupeffortsandideas2Ethnicallydiverseteamsproducemoreandhigher-qualityideas3Includingmorewomenactuallyincreasestheteam’sabilitytoperformbetterConflictResolutionJumptolongimagedescriptionReduceConflictsTrytheseadditionalstrategiestoreduceconflictMakeresponsibilitiesandgroundrulesclearatthebeginningDiscussproblemsastheyarise,ratherthanlettingthemfesteruntilpeopleexplodeRealizethatteammembersarenotresponsibleforeachothers’happinessForControversialMattersUsethe“two-meetingrule”forcontroversialmatters1Thefirstmeetingisachanceforeveryonetoairapointofviewabouttheissue2Thesecondmeetingiswhentheteamreachesadecision.Thetimebetweenthetwomeetingsisacooling-offperiod.Trouble-ShootingTeamProblemsJumptolongimagedescriptionStepsinConflictResolutionMakesurethepeopleinvolvedreallydisagreeCheckthateveryone’sinformationiscorrectDiscovertheneedseveryoneistryingtomeetSearchforalternativesRepairnegativefeelingsCriticismResponsesParaphrasingCheckingforfeelingsCheckingforinferencesBuyingtimewithlimitedagreementHavingyou-attitudeinconflictresolutionYou-AttitudeinConflictResolutionLookatthingsfromtheaudience’spointofviewRespecttheaudienceProtecttheaudience’segoSubstitutestatementsaboutyourownfeelingsUseIstatementsEffectiveMeetingsMeetingscanhavemultiplepurposes:ShareinformationBrainstormideasDevelopplansMakedecisionsCreateadocumentMotivatemembersTomakeyourmeetingeffective,ensurethepurposesofthemeetingarecleartoeveryonewhoattendsFormalandInformalMeetingsFormalmeetingsarerununderstrictrulesandarehelpfulifthegroupisverylargeortheagendaislongMotionsaremadeformallybeforeatopiccanbedebatedPointsaresettledbyvoteMinutesarerecordedInformalmeetingsarerunmorelooselyandarebetterforteam-buildingandproblemsolvingVotesmaynotneedtobetakenifmostpeopleagreeMinutesmaynotbekeptPlanningtheAgendaAgoodagendaindicates:AlistofitemsforconsiderationWhethereachitemispresentedforinformation,discussion,orforadecisionWhoissponsoringorintroducingeachitemHowmuchtimeisallottedforeachitemAdditionalTipsforEffectiveMeetingsStartwithagendaitemsthataremoredifficultorcontroversialastheywillneedmorethoughtandfocusPutroutineitemsattheendoftheagendaMakeuseofanomnibusmotiontoapprovemanyitemstogetherinsteadofeachitemseparatelyPayattentiontopeopleandprocessIfthereisnovote,theleadershouldsummarizethemeetingTechnologyinTeamsFilesharingwikisIMsoftwareTipsforWorkinginTeamsDivideworkintosmallchunks,whicharedividedintosmalltimechunksKeepupdatedtasklistthatallhaveaccesstoandgetnotificationsfromUsefilesharingplatformUseonlinecollaborativeplatformReasonsforCollaborateWriting1Taskistoobigortimeistooshortforonepersontodoallthewriting2Noonepersonhasalltheknowledgetodothewriting3Stakesaresohighthattheorganizationwantsthebesteffortsofasmanypeopleaspossible;noonepersonwantssoleresponsibilityEffectiveCollaborativeWritingTeamsthatdothefollowinghavethebestwritingVoicedisagreementsDistributepowerinanegalitarianwayWorktosoothehurtfeelingsIncludeallteammembersPlanningtheWorkandtheDocumentWhenplanningacollaborativewritingproject:Makeanalysisofproblem,audience,context,andpurposeexplicitsoyouknowwhereyouagreeanddisagreePlantheorganization,format,andstylebeforewritingConsidereveryone’sworkstylesandcommitmentsDecidehowtogivehonest,constructivefeedbackBuildleewayintodeadlinesforunexpecteddelaysComposingtheDraftsWhendraftingacollaborativeproject:DecidewhowillwritewhatDecidehowyouwillsharedraftsCarefullylabelanddatedraftstoensureeveryoneisworkingonthecurrentversionRevisingtheDocumentPaycarefulattentiontocontent,organization,andstyle:EvaluatecontentanddiscusspossiblerevisionsasateamEvaluateorganizationanddiscusspossiblerevisionsasateamRecognizethatdifferentpeoplefavordifferentwritingstylesWhentheteamissatisfiedwiththecontentandorganization,makethewritingstyleconsistentthroughoutEditingandProofreadingtheDocumentCarefullyeditandproofread:Haveatleastonepersoncheckthewholedocumentforcorrectnessingrammar,mechanics,andspellingRunthedocumentthroughaspellchecker(readagaintomakesurespellingwascorrectedtotherightword)MakingtheTeamProcessWorkGiveyourselvesplentyoftimeatallstagesGettoknoweachotherBeresponsibleBeawarethatpeoplehavedifferentwaysofexpressingthemselvesDon’tassumepeopleagreebecausediscussionswentsmoothlyUsecollaborativetechnologiesWhatquestionsdoyouhave?AppendixtoImageLongDescriptionsCopyright?McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.AppendixtoGroundRulesforTeamsStartteammeetingsontime;endontime.Attendregularly.Cometothemeetingprepared.Leavethemeetingwithaclearunderstandingofwhateachmemberistodonext.Focuscommentsontheissues.Avoidpersonalattacks.Listentoandrespectmembers’opinions.Haveeveryonespeakonkeyissuesandprocedures.Addressproblemsasyoubecomeawareofthem.Ifyouhaveaproblemwithanotherperson,tellthatperson,noteveryoneelse.Doyourshareofthework.Communicateimmediatelyifyouthinkyoumaynotbeabletofulfillanagreement.Produceyourworkbytheagreed-upontime.JumpbacktoslidecontainingoriginalimageAppendixtoRolesPositiverolesandactionsthathelptheteamachieveitstaskgoalsincludethefollowing:?Seekinginformationandopinions—askingquestions,identifyinggapsintheteam’sknowledge.?Givinginformationandopinions—answeringquestions,providingrelevantinformation.?Summarizing—restatingmajorpoints,summarizingdecisions.?Synthesizing—pullingideastogether,connectingdifferentelementsoftheteam’sefforts.?Evaluating—comparingteamprocessesandproductstostandardsandgoals.?Coordinating—planningwork,givingdirections,andfittingtogethercontributionsofteammembers.Positiverolesandactionsthathelptheteambuildloyalty,resolveconflicts,andfunctionsmoothlyincludethefollowingbehaviors:?Encouragingparticipation—demonstratingopennessandacceptance,recognizingthecontributionsofmembers,callingonquieterteammembers.?Relievingtensions—jokingandsuggestingbreaksandfunactivities.?Checkingfeelings—askingmembershowtheyfeelaboutteamactivitiesandsharingone’sownfeelingswithothers.?Solvinginterpersonalproblems—openingdiscussionofinterpersonalproblemsintheteamandsuggestingwaystosolvethem.?Listeningactively—showingteammembersthattheyhavebeenheardandthattheirideasarebeingtakenseriously.Negativerolesandactionsthathurttheteam’sproductandprocessincludethefollowing:?Blocking—disagreeingwitheverythingthatisproposed.?Dominating—tryingtoruntheteambyordering,shuttingoutothers,andinsistingonone’sownway.?Clowning—makingunproductivejokesanddivertingtheteamfromthetask.?Overspeaking—takingeveryopportunitytobethefirsttospeak;insistingonpersonallyrespondingtoeveryoneelse’scomments.?Withdrawing—beingsilentinmeetings,notcontributing,nothelpingwiththework,notattendingmeetings.JumpbacktoslidecontainingoriginalimageAppendixtoConflictResolutionSymptom:Wecan’tfindatimetomeetthatworksforallofus.Possiblesolutions:a.Findoutwhypeoplecan’tmeetatcertaintimes.Somereasonssuggesttheirownsolutions.Forexample,ifsomeonehastostayhomewithsmallchildren,perhapstheteamcouldmeetatthatperson’shome.b.Assignout-of-classworkto“committees”toworkonpartsoftheproject.c.Usetechnology(e.g.,Skype,GoogleDocs,wikis,email)toshare,discuss,andrevisedrafts.Symptom:Onepersonisn’tdoinghisorherfairshare.Possiblesolutions:a.Findoutwhatisgoingon.Isthepersonovercommitted?Doesheorshefeelunappreciated?Isheorsheunprepared?Thosearedifferentproblemsyou’dsolveindifferentways.b.Earlyon,dothingstobuildteamloyalty.Gettoknoweachotheraswritersandaspeople.Sometimesdosomethingfuntogether.c.Encouragethepersontocontribute.“Mary,whatdoyouthink?”“Jim,whichpartofthiswouldyouliketodraft?”Thenfindsomethingtopraiseinthework.“Thanksforgettingusstarted.”d.Ifsomeonemissesameeting,assignsomeoneelsetobringthepersonuptospeed.Peoplewhomissmeetingsforlegitimatereasons(jobinterviews,illness)butdon’tfindoutwhathappenedmaybecomelesscommittedtotheteam.e.Considerwhetherstrictequalityisthemostimportantcriterion.Onagivenproject,somepeoplemayhavemoreknowledgeortimethanothers.Sometimesthebestteamproductresultsfromlettin