Chapters 7 and 8_Group Comm

Chapters 7 and 8_Group Comm - Working with Teams Chapter...

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Unformatted text preview: Working with Teams Chapter Seven Team Team “A small number of people, with complementary skills, who are committed to a common purpose or goal.” Understanding Team Understanding Team Phases of Development • Orientation • Conflict – – – Substantive Procedural Affective or interpersonal • Resolution • Reinforcement Understanding Team Roles Understanding Team Roles Roles: – Task – initiator, info giver, elaborator, orienter, evaluator, recorder, procedural technician – Social – harmonizer, encourager, compromiser, tension reliever – Individual – aggressor, blocker, recognition seeker, self­confessor, dominator, help­seeker, joker Indicators of Indicators of (Un) Successful Teams • Successful: – – – – – – Themes and Identity Enthusiasm and energy Event­driven history Personal Commitment Optimism Performance Results • Unsuccessful: – Unclear goals – Changing objectives that were poorly communicated – Poor leadership – Lack of mutual accountability – Not prioritizing – Misunderstanding roles – Too much unhealthy conflict – Bad process management Structure Interaction Structure • Managing Structure – Determine objectives for each meeting – Identify WHAT needs to be discussed to achieve the goal – Organize the agenda • Managing Interaction – Facilitate – Don’t be afraid of metadiscussion (I­message vs. You­message) Getting Started Getting Started • Generate creative ideas – Alex Osborne’s brainstorming • Downside: Production blocking • Downside: Evaluative apprehension • Build Consensus – Be clear in communicating GOALS; make sure everyone is on board – Have a common enemy – Spend time together on both task and non­task activities Aim for Consensus Aim for Consensus • Social Loafing – – – Make the work more interesting Make work identifiable (avoid diffusion of responsibility) Manage the team process • Groupthink – – – – Reduce mindless authority Build in checks and balances Modify how decisions are made Reduce Stress Four­Step Process of Four­Step Process of Generating “Value” Decisions • • • • Brainstorm (nominal technique) Rank­Order Criteria Match Choices to Ranks Check the Results Note how this is similar to Dewey’s Reflective Thinking Process for the Group Presentation . . . Dewey’s Reflective Thinking Dewey’s Reflective Thinking Step 1: Step 2: Analyze Problem Identify & Define Problem Journalist’s Develop 6 Questions Criteria (force field analysis) Step 3: Step 4: Select Step 5: Take the best Action Solution Generate Creative Solutions Brainstorm •Decision •Silent (aka nominal technique) by expert •Rank •Rate •Vote •Consensus •Groupthink • What are the next steps to solving this problem? Understanding Leadership Chapter Eight Leadership Leadership “a dynamic, interactive process whereby one person (or group) influences another person (or persons) to move toward a particular goal or objective” Interactional Framework Interactional Framework • Leadership depends on . . . – – – Leader Follower Situation Types of Leaders Types of Leaders • • • • • • • • Trait Assigned Emergent Task Social Participative Democratic Laissez­faire Leadership Styles and Theories, and Leadership Styles and Theories, and Their Influence on Decision Making 1. Blake and Mouton’s Leadership Grid Concern for People HIGH LOW Country Club Management Middle of the Road Management Concern for Production HIGH Team Management LOW Authority­ Compliance Management Impoverished Management Styles, Theories and Influence, cont. Styles, Theories and Influence, cont. 2. Transactional and Transformational Leadership ­­James MacGregor Burns • Transactional: – A relationship of exchange based on rewards and punishments – Once a leader can no longer reward or punish, she is out of leadership – Decisions made by 1) what the leader wants to accomplish, 2) ability to offer reward/punishment • Transformational: – Gains influence through a process that appeals to followers’ values and beliefs in a higher purpose to spur change in the status quo Styles, Theories and Influence, cont. Styles, Theories and Influence, cont. 3. Situational Leadership Theory –Paul Hershey and Kenneth Blanchard a) Followers’ competence and commitment Followers’ Development Level Competence Commitment Enthusiastic Beginner (D1) Low High Disillusioned Learner (D2) Some Low Reluctant Contributor (D3) High Variable Peak Performer (D4) High High Situational Leadership Theory, cont. Situational Leadership Theory, cont. b) After determining the followers’ developmental level, the leader selects an appropriate leadership style: directive or supportive Leader Style Directing (S1) Directive Behavior High Supportive Behavior Low Coaching (S2) High High Supporting (S3) Low High Delegating (S4) Low Low Styles, Theories and Influence, cont. Styles, Theories and Influence, cont. 4. Contingency Theory – Fiedler’s a) Least­preferred coworker (LPC) scale ­­High LPC (relationship oriented) ­­Low LPC (task oriented) b) Overall favorability of leader ­­leader­member relations ­­task structure ­­leader position power ...
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This note was uploaded on 12/19/2011 for the course CMS 306M taught by Professor Gomez during the Fall '06 term at University of Texas.

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