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How to Create a High Functioning Team

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. What Will You Get Out of the 15.279 Team Experience?. Practice in teamwork skills Friendships A grade

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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

  2. What Will You Get Out of the 15.279 Team Experience? • Practice in teamwork skills • Friendships • A grade • A richer sense of your • Skills • Propensities • Style relative to others Communication for Managers

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

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

  5. To Communicate Well . . . • Listen well • Observe carefully • Give feedback constructively Communication for Managers

  6. 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? Communication Behaviors to Observe Communication for Managers

  7. And be sure to observe your own feelings, reactions, andbehaviors Communication for Managers

  8. 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 Communication Can Go AwryIf We . . . Communication for Managers

  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 Communication for Managers

  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 Communication for Managers

  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 Communication for Managers

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

  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 Trip to Florida Christmas Break 12/26-1/2 Research and buy tickets George--11/1 Research places to stay and make reservations Sheryl--11/5 Find out about things to do Water related Selina--12/1 Restaurants Vikram--12/1

  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 Communication for Managers

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

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

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

  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 Communication for Managers

  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 Communication for Managers

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