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How to Create a High Functioning Team

What Will You Get Out of the 15.279 Team Experience?. Practice in teamwork skillsFriendshipsA gradeA richer sense of yourSkillsPropensitiesStyle relative to others. Communication for Managers. . . . Agenda. Three concrete tipsFour principles of communicationWhere teams can get into troubleIndividual behaviorsGroup social psychology.

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How to Create a High Functioning Team

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    1. How to Create a High Functioning Team Guidelines for “Management Communication for Undergraduates” (15.279) Sloan School of Management MIT Dr. Lori Breslow Fall 2005

    3. Agenda Three concrete tips Four principles of communication Where teams can get into trouble Individual behaviors Group social psychology

    4. It’s All About Communication Practicing good communication skills + Refraining from communication roadblocks Engaging in dialogue Building trust Being productive!

    5. To Communicate Well . . . Listen well Observe carefully Give feedback constructively

    6. Communication Behaviors to Observe Who participates Who doesn’t How do people take turns? Who talks to whom? Who responds to whom? How are interruptions handled? Is silence O.K.? Is anyone dominating the conversation? How are decisions made? By consensus? By voting? By one person?

    8. Communication Can Go Awry If We . . . Order or command Warn or threaten Preach or moralize Cross examine Label, evaluate, or judge Tease or make light of Respond with sarcasm Avoid discussing an issue Assume instead of listen Forget differences in communication style may be related to gender or cultural differences

    9. Four Principles of Communication All communication takes place on the content and relationship level We cannot not communicate Often the problem with communication is the assumption of it Metacommunication is very useful

    10. When You Have Built Trust, You Have . . . Acted with consistency and coherence Demonstrated concern Treated others with a sense of fairness Fulfilled obligations and commitments

    11. When You Are Engaging in Dialogue, You Are . . . Seeing things from the other person’s perspective Really listening Expressing your concerns as your concerns, not as another person’s problem Giving others a stake in the process or outcome

    12. Three Concrete Tips Use a facilitator/coordinator Delegate tasks effectively, using a Work Breakdown Structure (WBS) Set some ground rules

    13. Work Breakdown Structure Way to organize a series of tasks to accomplish a project objective. Consists of: Hierarchical diagram of tasks Person responsible for executing the task Deadline to have the task completed Interdependencies with other tasks Each task in a WBS should contribute to the goal of delivering the required material on time and done well

    14. Sample WBS--Planning a Vacation

    15. Facilitator/Coordinator Why? If everyone is responsible, no one is The coordinator/facilitator should Focus the team toward the task Get all team members to participate Keep the team to its agreed-upon time frame Suggest alternatives Help team members confront problems Summarize team decisions

    16. Setting Ground Rules Goals and expectations Work norms Facilitator norms Communication norms Meeting norms Consideration norms

    17. What Makes Teams Troublesome* Individual behaviors Group social psychology *Even people with good intentions can get into trouble.

    18. Individual Behaviors “Ego integrity” Self-interest versus group interest Inability to observe self and/or use feedback Different styles of Learning Interaction Expression

    19. Group Behaviors “Defensive routines” Us versus them Reluctance to test assumptions publicly Getting “off task” Lack of boundaries Ill defined roles Unclear objectives and/or expectations

    20. Common Problems in Teams Hogging—talking too much Flogging—beating a dead horse Frogging—jumping from topic to topic Bogging—getting stuck on an issue Dead buffaloes—tiptoeing around a contentious issue

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