pertemuan ke 10 Business Communication , working and writing in teams.pptx

materi tahun 2002

1. Interpersonal Communication Working and Writing in teams Planning, conducting , and recording Meeting Farah Inggrid, MA

2. OBJECTIVE To learn how to Work in teams Be a productive leader Resolve Conflict constructively Write collaborative documents Plan a meeting, lead a meeting Be an effective participant in meetings Take good meeting minute Network effectively

3. What is Interpersonal Communication? Interpersonal communication involves the information, ideas, and feelings being exchanged verbally or non-verbally between two or more people. Face-to-face communication often involves hearing, seeing, and feeling body language, facial expressions, and gestures. In other terms, Interpersonal communication is exchanging information, meaning, feelings, and opinions between two or more people via verbal and non-verbal means. Although we mentioned “face-to-face” communication previously, today’s technology compels us to expand its definition to include media such as phone calls and online messaging.

4. I. WORKING AND WRITING IN TEAMS

5. Why teamwork is crucial to success in organization?

6. The process of working in group/team 1. Build a strong foundation Get to know your team. Discuss strengths and weaknesses. Meet early and set rules. Agree on the aims, scope, and quality of the project. 2. Get organized Decide on a method of group communication. Agree on who will do what. Set early deadlines. Plan on how to present the project as a unified work.

7. The process of working in group/team 3. Hold productive meetings Make sure everyone knows the goal of the meeting, and what to bring. Have a leader to keep the meeting on track. Have a note-taker to record decisions. 4. Maintain relationships Resolve problems as a group. Don't exclude others. Address concerns as soon as they appear. Renegotiate as needed. Understand the other person's point of view.

8. Possible Group Ground Rules Start on time ; End on time Come to the meeting prepared Focus comments on the issues Avoid personal attacks Listen to and respect member’s opinion NOSTUESO (No One Speaks Twice Until Everybody speaks once) If you have a problem with another person, tell that person, not everyone else If you agree to do something, do it. Communicate immediately if you think you may not be able to fulfill an agreement. Sources: Nancy Schullery and Beth Hoger, “ Business Advocacy for Students in Small Groups,” Association for Business Communication Annual Convention, San Antonio, November 9-11. 1998

9. What kinds of messages should groups attend to? Group messages fall into three categories 1. Informational messages focus on content: the problem or challenge, data, and possible solution 2. Procedural message focus on method and process. How will group make decision? Who will do what? When will assignments be due? 3. Interpersonal messages focus on people, promoting friendliness, cooperation and group loyalty. Different messages dominate during the various stages of group development. 1. During orientation, when members meet and begin to define their task, groups need to develop procedure for meeting and acting. Interpersonal and procedural comments first stage can hurt the group’s long-term productivity. 2. During formation, conflicts almost always arise when the group chooses a leader and defines problem. Successful leaders make the procedure clear so that each member knows what he or she is supposed to do. Interpersonal communication is needed to resolve the conflict that surfaces during this phase. Successful groups analyze the problem carefully before they begin to search for solutions.

10. 3. Coordination is the longest phase , during which most of the group’s work is done. Good information is essential to a good decision. Conflict occurs as the group debates alternate solution 4. In formalization, the group seeks consensus. The success of this phase determines how well the group’s decision will be implemented. In this stage, the group seeks to forget earlier conflicts.

11. What roles do people play in groups? Positive roles and actions that help the group achieve its task goals include the following : Seeking information and opinions. Asking questions, identifying gaps in the group’s knowledge. Giving information and opinion . Answering questions, providing relevant information. Summarizing. Restating major points, pulling ideas together, summarizing decisions. Evaluating. Comparing group process and products to standards and goals. Coordinating. Planning work, giving directions, and fitting together contributions of group members

12. Positive roles and actions that help the group build loyalty, resolve conflicts and function smoothly include the following ; Encouraging participation. Demonstrating, openness and acceptance, recognizing the contributions of members, calling on quieter group members Relieving tensions. Joking and suggesting breaks and fun activities Checking feelings. Asking members how they feel about group activities and sharing one’s own feelings with others. Solving interpersonal problems. Opening discussion of interpersonal problems in the group and suggesting ways to solve them Listening actively. Showing group members that they have been heard and that their ideas are being taken seriously.

13. Negative roles and actions that hurt the group’s product and process include the following: Blocking. Disagreeing with everything that is proposed Dominating. Trying to run the group by ordering, shutting out others Clowning. Making unproductive jokes and diverting the group from task Withdrawing. Being silent in meetings, not contributing, not helping with the work, not attending meetings.

14. Leardership in group Means helping the group work efficiently, monitoring progress, knowing when a team member needs help, and keeping the group motivated. Does NOT mean doing all the work, making decisions and telling others what to do, or being solely responsible for the success or failure of the project. Everyone is responsible for the success or failure of the project, not individual team members.

15. 3 group dimensions 1. Informational leaders generate and evaluate ideas and text. 2. Interpersonal leaders monitor the group’s process, check people’s feelings and resolve conflict. 3. Procedural leaders set agenda , make sure that everyone knows what’s due for next meeting, communicate with absent group members and check to be sure that assignments are carried out. Note : Some groups formally or informally rotate or share these responsibilities, so that everyone---and no one---is a leader.

16. Characteristic of successful Student groups A case study of six student groups completing class projects found that students in successful groups were not necessarily more skilled or more experienced that students in less successful groups. Instead, successful and less successful groups communicated differently in three ways; 1. In the successful groups, the leader set clear deadlines, schedule frequent meetings, and dealt directly with conflict that emerged in the group. In less successful groups, members had to ask leader what they were supposed to be doing. The less successful groups met less often , and they tried to pretend that conflict didn’t exist. 2. The successful groups listened to criticism and made important decisions together. Perhaps as a result, everyone in the group could articulate the group’s goal. In the less successful groups, a subgroup made decisions and told other members what had been decided. 3. The successful groups had a higher proportion of members who worked actively on the project. The successful groups even found ways to use members who didn’t like working in groups. For example: one student who didn’t want to be a team player functioned as a freelancer for her group, completing assignments by herself and giving them to the leader. The less successful groups had a much smaller percentage of active members and each had some members who did very little on the final project

17. You Attitude in Conflict Resolution Lacks you –attitude : You never do your share of the work. You attitude : I feel that I’m doing more than my share of the work on this project. Lack you –attitude : Even you should be able to run the report through a spell checker. You attitude : I’m not willing to have my name o a report with so many spelling errors. I did lots of the writing and I don’t think I should have to do the proofreading and spell checking, too.

18. How can we create the best co-authored documents? 1. Planning the work and the document Collaborative writing is most successful when the group articulates its understanding of the document’s purposes and audiences and explicitly discusses the best way to achieve these rhetorical goals. Remember, putting the plan in writing reduces misunderstandings during the project. When you plan a collaborative writing project; Make your analysis of the problem, the audience, and your purposes explicit so you know where you agree and where you disagree Plan the organization, format and style of document before anyone begins to write to make it easier to blend sections written by different authors. Consider your work style and commitment.

19. 2. Composing draft 3. Revising the document. Evaluate the content and discuss possible revisions as a group. Brainstorm ways to improve each section so the person doing the revisions has some guidance. When the group is satisfied with the content of the document, one person-probably the best writer—should make any changes necessary to make the writing style consistent throughout. 4. Editing and proofreading the document. Tips: At least one person check the whole document for correctness in grammar, spelling and for consistency in the way that format elements, names, numbers are handled Run document through a spell checker if possible Even If you use a computerized spell checker, at least one human being should proofread the document too. 5. Making the group process work

20. Benefits of Having Teamwork 1. Teamwork Enables Better Problem Solving Albert Einstein gets all the credit for discovering the theory of relativity, but the truth is that he relied on conversations with friends and colleagues to refine his concept. And that’s almost always the case. 2. Teamwork Unlocks Potential Innovation According to Frans Johansson, author of The Medici Effect, some of the most innovative ideas happen at “the intersection” – the place where ideas from different industries and cultures collide. “Most people think success comes from surrounding yourself with others that are like you,” says Johansson. “But true success and breakthrough innovation involves discomfort. Discomfort pushes you to grow. This is where difference of experience, opinion, and perspective come in. Diversity is a well-documented pathway to unlocking new opportunities, overcoming new challenges, and gaining new insights.”

21. 3. Teamwork Makes Happier Employees Having happy employees is a worthwhile goal in itself, but the company benefits, too. Research from the University of Warwick in England suggests happy employees are up to 20 percent more productive than unhappy employees. And who couldn’t benefit from a happiness boost? 4. Teamwork Enhances Personal Growth Being part of a team can help you grow. “By sharing information and essentially cross-training each other, each individual member of the team can flourish,” says Murphy. You might discover new concepts from colleagues with different experiences. You can also learn from someone else’s mistakes, which helps you sidestep future errors You might even learn something new about yourself, says Dr. Susan McDaniel, a psychologist at the University of Rochester Medical Center and one of the guest editors of America Psychologist’s special edition on “The Science of Teamwork.”

22. 5. Teamwork lowers the risk of Burnout A Gallup study of nearly 7,500 full-time employees found that 23 percent of employees feel burned out at work very often or always. Another 44 percent say they sometimes feel this way. What helps? Sharing the load. Team members can provide emotional support to each other because they often understand the demands and stress of completing work even better than managers, says Ben Wigert , lead researcher for Gallup’s workplace management practice. 6. Teamwork Gives opportunity for growth Collaboration in the workplace isn’t unlike teamwork on the baseball diamond. When the pitcher and outfielders each excel at their individual roles, the team has a better chance of winning. Off the playing field, that idea is more important than ever. Changes in technology and increased globalization mean that organizations are facing problems so complex that a single individual simply can’t possess all the necessary knowledge to solve them, says Wigert . When team members use their unique skills to shine in their own roles, it creates an environment based on mutual respect and cooperation that benefits the whole group, notes Murphy.

23. 7. Teamwork Increases Productivity Getting a pat on the back from the boss can boost an employee’s motivation, but receiving kudos from a team member may be even more effective. 8. Teamwork allows Smarter Risk-taking When you work alone, you might be hesitant to put your neck on the line. When you work on a team, you know you have the support of the entire group to fall back on in case of failure. That security typically allows teams to take the kind of risks that create “Eureka!” ideas. But here’s one place where size does matter. The most disruptive ideas often come from small teams, suggests recent research in the journal Nature, possibly because larger teams argue more, which can get in the way of coming up with those big ideas. Wharton Business School researchers also discovered that small is the secret to success: they found that two-person teams took 36 minutes to build a Lego figure while four-person teams took 52 minutes to finish — more than 44 percent longer.

24. 9. Teamwork Yields Fewer Mistakes If your team has good energy – you encourage and inspire each other, and you have fun together – you’ll feel less stressed, says Murphy. “Studies show that stress makes us stupid, and leads us to make more mistakes,” says Murphy. 10. Teamwork Sparks Creativity Stale solutions often come out of working in a vacuum. When people with different perspectives come together in group brainstorms, on the other hand, innovative ideas can rise to the surface – with one caveat. Research shows this can only happen when communication within the team is open and collaborative, notes Wigert . The most creative solutions can only come up when there’s a level of trust that lets team members ask ‘stupid’ questions, propose out-there ideas, and receive constructive criticism.

25. Just for extra info Effective groups balance informational leadership, interpersonal leadership, procedural leadership. A case study of 6 student groups completing class projects found that studnets in successful groups had leaders who set clear deadlines, scheduled frequent meetings, and dealt directly with conflict that emerged in the group and had inclusive decision making style and a higher proportion of members who worked actively on the project. Students who spent the most time meeting with their groups got the highest grades. Collaborative writing means working with other writers to produce a single document. Writers producing a join document need to pay attention not only to the basic steps in the writing process but also to the processes of group formation and conflict resolution.

26. II. PLANNING, CONDUCTING, RECORDING MEETING

27. The purpose of meeting 1. To share information 2. To brainstorm idea 3. To evaluate idea 4. to make decision 5. to create document 6. To motivate member

28. a good agenda indicates… 1. the time and place of the meeting 2. whether each item is presented for information, for discussion , or for a a decision 3. who is sponsoring or introducing each item 4. How much time is allocated for each item.

29. The standard agenda is a seven step process for solving problems 1. Understand what the group has to deliver, in what form, by what due date. Identify available resources 2. Identify problem. What exactly is wrong? What question(s) is the group trying to answer? 3. Gather information, share it with all group members, and examine it critically. 4. Establish criteria. What would the ideal solution include? Which elements of that solution would be part of a less-than –ideal but still acceptable solution? What legal, financial, moral or other limitations might keep a solution from being implemented? 5.Generate alternate solutions. Brainstorm and record ideas for the next step. 6. Measure the alternative against the criteria 7. Choose the best solution.

30. Dot planning Dot planning offers a way for large groups to choose priorities quickly. First the group brainstorms ideas, recording each on pages that put on the wall. Then each individual gets two strips of three to five adhesive dots in different colors. One color represents high priority, the other lower priority. People then walk up to the pages and affix dots by the points they care most about. Some groups allow only one dot from one person on any one item; others allow someone who is really passionate about an idea to put all of his or her dots on it.

31. Sample meeting agenda

32. Example of minutes

33. Many groups put first routine items on which agreement will be easy. Schedule controversial items early in the meeting, when people’s energy level is high, and to allow enough time for full discussion. Giving a controversial item only half an hour at then end of the day or evening makes people suspect that the leaders are trying to manipulate them. If you are planning a long meeting, for example, a training session or a conference, recognize that networking is part of the value of the meeting. Allow short breaks at least every two hours and generous breaks twice a day so participants can talk informally to each others.

34. HOW can I be an effective meeting participant? 1. Come prepared.   If there is an agenda, review it.  If you need to bring materials, bring them.  If the agenda suggests certain topics, think about them before you arrive.  If there isn’t an agenda, a quick message or conversation with the leader/facilitator might help you be ahead of the game before the meeting begins. 2. Think before you speak.   Admittedly, this is easier for some people than others, based on their communication style.  What I’m talking about here is less about style and more about substance.  Thinking before you speak means that when you open your mouth you have a point, know what it is, make it and then shut up.  One of the behaviors people hate most in meetings are people who dominate and talk too much.  Don’t be that person. 3. Be willing to speak.   This too is easier for some people than others.  If your tendency is to sit back and just observe, be willing to share your point of view and ideas.  People won’t know where you stand unless you tell them. 4. Listen.   Open your ears and your mind. Remain mentally engaged. (Hey, you could even take notes?!) You will likely learn something – and when you do speak, your points will be more effective and relevant. Source : Leadership & Learning, Kevin Eiken berry

35. 5. Ask questions of others.   As you listen you may help the group (and other participants) by asking follow-up or clarifying questions. Often no one takes this role – and when someone does it will speed up the flow and results of a conversation or meeting. 6. Facilitate.   If your meeting has a skilled facilitator, this might not be required.  In my experience however, this often isn’t the case.  Be the person that asks the group what is missing.  Be the person that invites people that haven’t spoken to engage.  Be the person who thinks about the process, not just the task of the meeting. Do it carefully and for the group’s benefit, not to look important or impressive.  The goal is to help the group be more successful. 7. Put your phone away.  Be the person who is truly engaged in the meeting.  If you are doing the other six things on the list, you won’t have time, or interest in checking your phone anyway.  And if you truly think you can multitask, you are wrong. Source : Leadership & Learning, Kevin Eiken berry

36. What should go in meeting minutes? Meeting expert Michael Begeman suggests recording three kinds of information 1. Decisions reached 2. Action items, where someone needs to implement or follow up on something 3. Open issues- issues raised but not resolved Minutes of formal meeting indicate who was present and absent

37. To make meeting more effective 1. State the purpose of the meeting at the beginning 2. Distribute an agenda that indicates whether each item is for information, for discussion, or for decision, and how long each is expected to take. 3. Allow enough time to discuss controversial issues 4. Pay attention to people and process as well as to the task at hand.

38. Appendix Example

39. Thank You