David Adrian Glanvill

Teams and teamwork lesson 1 1 Introduction A simple definition of a team is, “A team is a group of individuals who are working together so that they can achieve a common goal”. But this definition is misleading. Is a class of students necessarily a team? It is true that all of the students share a common goal – pass the exam or exams, and become qualified. But they all want the qualification for different personal reasons. And they can only achieve the goal through their own personal effort, even if they work in study groups. In fact, a class is in most cases just a group of people who are in the same place for more or less the same purpose – pass an exam. What makes a team a team is that the individual team member can only achieve the desired goal by co-operating with other people. Characteristics of a team A team has the following properties: • It is a group of people with a full set of complementary skills • The skills are required to complete a task, job, or project • Team members operate with a high degree of interdependence • They share authority and responsibility for self-management • All members are accountable for the collective performance • Members work toward a common goal and shared rewards(s) A team becomes more than just a collection of people when they develop a strong sense of mutual commitment. This creates synergy, which means the team performance is greater than the performance of the individual members. 2 Advantages and disadvantages of working in a team 2.1 Advantages The main value of teams is their ability to focus the efforts and talents of individuals to achieve organisational goals. A properly managed and trained team offers the following advantages: Continuity The best example of this can be seen in an excellent sports team; a player may be sent off or injured, leaving the team short, or making it necessary to switch positions. This does not often badly affect team performance. They reason for this is that the coach and manager make sure that players are interchangeable. This sort of flexibility is important in business. In a well-run business, specialisation is avoided as far as possible to avoid a situation where work comes to a halt because a key worker is off sick. Team members rotate through departments and sections so that they learn each other’s jobs. This rotation should be carefully planned. Another advantage of job rotation is that workers do not become bored. Creativity Effective teams share ideas and information. Team members co-operate in getting work done, solving problems, and they encourage each other. Because of this, teams are generally more creative than the individual members are alone. Productivity Teamwork is an essential component of modern business. It is significant for work on complex processes or when co-operation between people is needed, for example: • Projects such as improving product quality or solving assembly line problems • In labour intensive situations Social Well-managed teams boost morale, build synergy, and make it easier for companies and groups to respond to change. Some of the positive social outcomes are; • improved internal communication • enhanced personal relationships • diminished potential for staff burnout through overwork • informal transfer of skills and knowledge • and an improved reality orientation, as members share opinions and perspectives. • 2.2 Disadvantages Situation and task Relatively simple tasks such as organizing shifts or work that needs the effort or expertise of a single person can become non-productive if teams are used – “too many cooks spoil the broth”. Most of the disadvantages are associated with either poor management of the situation, poor selection of team members, and or an organisational culture that is not team oriented. Decision-making and Groupthink Teams take longer to make decisions since issues must be discussed and consensus reached. There is also the danger that expert knowledge may be ignored. The individual may choose not to express his or her opinion “for the sake of the team”. See the article “Groupthink” in the readings. Groupthink is the major danger faced when a team is formed to take advantage of available expertise. This is why team members must be selected with care, especially the leader. It is also important that the leader receives thorough training. Productivity A danger also exists that team members can set performance targets below the actual potential of the team. In cases such as this, a member who “bucks the system” can be punished for not being a team player, (see the article on groupthink). A related issue is the “Country Club” phenomenon where the team collectively loses sight of the very reason for the team. 2.3 Build Team Effectiveness According to Wellins, Byham, and Wilson (1991), Successful teams are characterised by the following list of factors each of which should be used as a means of building successful teams: Responsibility for goals Every team member takes full responsibility for the achievement of the team goals. This is different from the behaviour of individuals who are not team players. They seek additional responsibility and authority, and to win as individuals. Importance of goals Each person in the team is fully aware of the need to help achieve the team’s goals. They have made team success a personal goal, while remaining committed to other personal goals that they have set themselves. Individual competitiveness Effective teams are characterised by high levels of cooperation, willingness to help others, and eliminate conflict. The dedication of team members is visible to outsiders Communication Communication, both formal and informal is open, honest, and directed toward goal achievement. Team leaders are aware of the dangers of groupthink, and seek to structure communications and discussion to avoid it. Personal relationships Team members respect, cooperate, and understand each other in their roles as members of the team. They work together enthusiastically, and accept the importance of other team members. Team Leader behaviour Successful team leaders refuse to manage on a one-on-one basis. They emphasise team accomplishment, and demonstrate their loyalty to the team members. The members in turn, are committed to the team leader. Team image Outsiders perceive successful teams as being committed to excellent performance, and productive. In addition to these factors, persons responsible for building or improving team effectiveness should also focus on ensuring that the following objectives are met: • Build Trust Effective teams have high levels of trust. They believe that each member will honour their commitments to the team. • Focus team purpose Not only are members of effective teams clear about their team’s goals, they also understand how their team efforts fit into the performance of the overall business of the organisation. • Maintain process orientation Effective teams have clarity of the processes they must use to achieve team goals. They develop and use effective problem-solving tools, planning techniques, and conflict resolution methods. 2.4 Effective teamwork Effective team members are those members who have a positive effect on the team’s working processes and other team members. They are known for their strong work ethic, enthusiasm, and ability to make other Team Members feel needed. Essentially, to be effective, team members must have good interpersonal skills. This is the topic of the next Learning Unit. Read “Ten Qualities of an Effective Team Player” in the recommended readings. Apart from generally good interpersonal skills, effective team members are characterised by the following specific attributes: Expertise and willingness to improve These individuals ensure that they know and understand the business the team is part of, and its working culture. And they respect the codes of behaviour, seeking harmony and cooperative effort. Where it is applicable, they are willing to learn and keep current in their field. And they use this information to add value to their interactions with others. Their focus is on excellence and delivering the best that they can. Commitment Effective team members promise only what they can deliver, and they deliver what they have committed to. They deal with unrealistic demands constructively, and where possible, offer alternate solutions. As part of this process, the effective team member seeks clarity about allocated tasks. Support Team members may lack the necessary expertise or other resources to help in a specific situation. This is in fact a test of team spirit and the extent of trust that members have for each other. An effective team member is characterised by the ability to put the needs of the team ahead of their own, and provide whatever support and trust is needed. 2.5 Team communications Before you start this section, re-read your summaries of the readings for learning units 1 and 2. Communications within a team require the same set of skills as communication with anyone else in the business or social environment does. 2.5.1 Elements of effective team communication The following are key elements to effective team member communication: Openness This refers to the extent of the team member’s willingness to share information and effectively present a relevant and use full point of view. This involves several factors: • Personal styles (extraversion and introversion, for example) Extraverted and introverted people need to recognize their style differences. The Team Leader and members need to understand how style differences affect communications. They must also understand and master how to manage these style differences; Introverted people will need to have their viewpoints drawn out. Support and encouragement is necessary. Doing this is primarily the responsibility of the discussion or team leader, but all team members have the duty to provide encouragement. Extraverted people on the other hand, do not normally need any encouragement. But they in turn, have the responsibility to be considerate and avoid dominating quieter team members. • The level of trust Team members must be sure that the information they share will not be used in a negative way. Even in cases where the information or work done is not up to the team’s expectation, team members should not fear ridicule or embarrassment. Below standard performance must be dealt with, but in private, and constructively. • Honesty Team members who believe that information is power, and use the information and skill that they have, are destructive. There is no place for power or mind games in a truly effective team. • Focus All members must avoid making issues personal. They must focus on the task, objectives, and goal of the team. Listening styles Active listening is essential in team- work, as is the need to be aware and appreciative of all effort that team members make. There is a vast difference between active listening and simply hearing what a person has or is saying. It requires the listener to focus on the complete speaker, and watch for body language and other clues. Words must not just be accepted, the listener must constantly try to hear what is behind the words. Guidelines for active listening are: • Ask other's opinions about a subject before you present yours • Be prepared; think things out before speaking • Address one issue at a time • Use a positive or neutral tone of voice • Focus on the issue, not the person • Avoid blanket, know-it-all statements, loaded words and hyperbole • Keep your cool and don't lose your temper. • Show an interest in the other person's views and feelings • Don't hide your feelings, but keep your emotions under control • Present concrete specifics instead of overriding generalizations • Back up your opinions with a few important key points • Portray what seems like an individual problem as a mutual concern • Avoid a hidden agenda and the potential to politicize an issue • Find the areas of agreement as the basis for collaboration. Check for Understanding Because the receiver thought he or she heard the message, it does not insure that the message was correctly received. Often, it is important to check that the message was properly received in order to: a.) verify its accuracy and b.) confirm to the speaker that you in fact received and understood the message. Read: Small Group Communication: Effective Team Communication, re-read Groupthink. Receive Compliments Well Respond to a complement with something simple like "Thanks, Jim, for noticing. I appreciate that." Try not to return a compliment with a compliment, as that may diminish the value of the first compliment. Give and Receive Criticism Constructively Provide feedback that enables the recipients to understand their weaknesses and how to improve their performance. Use "I" messages, not "You" statements. Focus on the problem or the behaviour or the ideas rather than the person. When receiving criticism, recognize that you probably have faults and weaknesses just the same as everybody else. Listen to what the other person is saying without interrupting, and look at the criticism technically not personally. If you agree with the criticism, disarm your critic by asking how you could have done better - the answer may tell you what is expected. If you disagree with the criticism, get the disagreement out in the open in a constructive way, using "I" messages. Where appropriate, use the criticism as a guide to change and then draw the critic's attention to the change that you've made. Deal Constructively With Anger and With Arguments Wherever possible, avoid letting disagreements smoulder in silence or erupt in anger, as both of these responses can lead to long-lasting grudges. When anger or arguments do arise, encourage each person to use active listening to really listen to what the other person is saying without interrupting, and to facilitate a problem-solving approach. Have each person state his or her position logically and calmly; using evidence, not opinion. Avoid responding to anger with anger (which is communicated non-verbally also). When both parties become angry, solutions become even more difficult to find. Don't talk-down to or patronize the person with statements like "You're upset now, so why don't you calm down and we'll continue when you're more rational." Don't threaten. Anger is a heightened state of self-defence and threats only make a person more defensive and hence more angry. Offer each person a way to save face, if necessary. Accept any apology gracefully. 3 Revision Exercise 1 1. Consult the Readings and the lecture notes, and summarise them and the notes under the following headings: a) When is Teamwork necessary b) When Individual expertise necessary Try to draw up a comparative table if you think this will make the task easier. 2. Do the same for the notes on effective team members in this case also review Learning Units 1, 2, and 3; a) Attributes of an effective team member b) How to build team relationships 3. Form a discussion group (it must have more than four members if possible), then using the summaries draw up a Team Effectiveness Rating form. Using a scale such as the one below to rate each factor your team has chosen to include in the rating form. Circle the number that corresponds with your assessment of the extent to which each statement is true about your team. • • • • • 5 = strongly agree 4 = agree 3 = neutral 2 = disagree 1 = strongly disagree Be prepared to share this work with the class. 4. As a group, review your Rating Form using the information given by your lecturer. Only change something if you agree that what the lecturer gave you is better. You can also add information from the Lecturer’s or class reports if you think it will improve your form. Revision Exercise 2 1. Change the members of the discussion groups, then using the summaries you developed in Exercise 1 draw up a group summary for each of the following headings: a) b) c) d) When Teamwork is necessary When Individual expertise is necessary Attributes of an effective team member How to build team relationships 2. Use the rating form your group finalised in the last exercise to rate three members of your team. 4. Write a short (approximately 500 words) note summarising what you have learnt in this Learning Unit. Keep this to add to the Module Assignment. Learning Unit 4 Readings How to Foster Effective Teamwork By David Javitch | May 05, 2003 Q: I have a big task to undertake, and I'm not sure if I should do it myself or put a team together to do it for me. What's your advice? A: Today, most business owners use a team approach to solve problems, generate ideas and complete tasks. But before building a team, the entrepreneur needs to resolve these key questions: Can I complete the task myself? Do I have the time and resources to complete this task? Can some other person or group be even more effective than I can? If the answers favor getting others involved, it's time to consider the advantages and disadvantages of teams. On the upside, teams combine various employee skills, ideas, knowledge bases and perspectives. Teams usually increase individual productivity and workplace satisfaction. Simply being on a team can be a key source of employee motivation, status and pride for having been selected to participate. Team output is generally higher in quality and quantity than individual performance. However, all is not necessarily rosy--there are some disadvantages to using teams as well. For example, teams may take longer to achieve a goal than an individual would, and teams grow through predictable stages that are time-consuming, such as member selection, organization, socialization and creation of final products or ideas. Key resources (time, money, people and equipment) are restricted to the team and not available to others. Some of the team members may lack interest, necessary skills or abilities, or motivation. They may have been appointed or self-appointed to the team for political reasons or merely to enjoy themselves while others do the work. This "social loafing" can be a source of tension among productive team members. Finally, people dynamics can complicate the team process, replete with conflicts, group pressure to reach a fast or unanimous conclusion, and taking risky stances. The good news is, with effective direction and facilitation from the right team leader, team-building can be a very productive and cost-effective process. To help ensure success, the team needs to consider six crucial success factors: • clear identification and ownership of the team goal; • • • • clear definition and acceptance of each person's role and responsibilities; clear delineation of team processes, such as decision-making, conflict resolution, communication and participation; clear opportunities to build trust between participants; and finally, clear acceptance of each other's strengths and limitations in a manner that encourages positive working relationships. The key word here is clear. When goals, roles, processes, trust and relationships are clear, then success almost always follows. Do You Really Need Team Work in the Office? Published on June 7, 2009 by prernamalik in Management Post Comment Understand and examine the advantages and disadvantages of teamwork in the workplace. Being part of a team at work is integral to most jobs and the reason for this is simplepeople function and perform better in the company of peers and colleagues. Teamwork is not just when a large team of 14 people come together to work on a project, it is also, when two colleagues collaborate to put together a presentation. Since working in a team is so much a part of office work, it is essential to understand why it exists. In other words, learn more about the importance of teamwork and also, the advantages and disadvantages that it may have in the workplace. Importance and Advantages of Team Work Teamwork means that there would be more than one brain working on the task, which translates, into more productivity. Brainstorming sessions are successful because of the concept of teamwork. People like to pit their ideas against one another and come up with something that is truly unique and different. It also, helps to see the other person’s point of view and get a different perspective on the problem at hand. Members of a team, whether big or small, often tend to rely on each other. This dependence is positive since it helps build trust and reliability amongst colleagues. So, despite the rat race and the back-biting, team work often leads to better relations among co-workers and brings them closer to each other. As a team member, an individual often gets to explore his own individuality in the context of a larger group. He is able to do some evaluation of his own people skills and receive feedback from other team members on what are his strengths and weaknesses. By receiving this feedback constructively, an individual can make many positive changes and bring about an improvement in overall performance. By working in a team, members are more often than not, able to complete the project assigned, on time. In other words, teamwork ensures that there are no missed deadlines or delays. It also, ensures that the more easy-going team members learn to work in tandem with the rest and become more efficient at managing their time. Pitfalls of Team Work However, putting people together as a team can also, have some potential pitfalls. One such pitfall could be that the team members just do not get along with each other and as a result, have frequent clashes and arguments. This would not only affect the working environment but also, have a negative impact on the project or assignment. Another downside could be that some of the more dominating or senior team members get away by doing very little, leaving the others swamped with an unnecessary workload. This again, could affect the working environment and make things difficult and tense. Being part of a team means being able to express opinions, views, and ideas. However, there can be instances when feedback is not appreciated or ideas are out rightly rejected. Such scenarios can also, lead to tension and differences between colleagues. So, teamwork may have its advantages and disadvantages. Nonetheless, it is important for any office to have a degree of teamwork amongst its workers. It is not possible to work in an office and not rely on others and work together as part of a cohesive team. As far as its pitfalls are concerned, good team leaders would be able to keep a close watch on them and not let things get out of hand. Teamwork and its benefits are indeed, far-reaching in the business and office world and to be a productive part of a team is not only positive for the individual but for the business overall. Groupthink Groupthink is a concept that was identified by Irving Janis9 that refers to faulty decision-making in a group. Groups experiencing groupthink do not consider all alternatives and they desire unanimity at the expense of quality decisions. Learn more about groupthink and then complete the interactive exercise at the end of the discussion. Conditions Groupthink occurs when groups are highly cohesive and when they are under considerable pressure to make a quality decision. Negative outcomes Some negative outcomes of groupthink include: Symptoms • Examining few alternatives • Not being critical of each other's ideas • Not examining early alternatives • Not seeking expert opinion • Being highly selective in gathering information • Not having contingency plans Some symptoms of groupthink are: • Having an illusion of invulnerability • Rationalizing poor decisions • Believing in the group's morality Solutions • Sharing stereotypes which guide the decision • Exercising direct pressure on others • Not expressing your true feelings • Maintaining an illusion of unanimity • Using mindguards to protect the group from negative information Some solutions include: • Using a policy-forming group which reports to the larger group • Having leaders remain impartial • Using different policy groups for different tasks • Dividing into groups and then discuss differences • Discussing within sub-groups and then report back • Using outside experts • Using a Devil's advocate to question all the group's ideas • Holding a "second-chance meeting" to offer one last opportunity to choose another course of action http://www.abacon.com/commstudies/groups/groupthink.html Viewed Feb 2010 Ten Qualities of an Effective Team Player If you were choosing team members for a business team in your organization, who would the best team players be? Assuming that people have the right technical skills for the work to be done, what other factors would you use to select your team members? Teams need strong team players to perform well. But what defines such people? Read on. 3.1 Demonstrates reliability You can count on a reliable team member who gets work done and does his fair share to work hard and meet commitments. He or she follows through on assignments. Consistency is key. You can count on him or her to deliver good performance all the time, not just some of the time. 3.2 Communicates constructively Teams need people who speak up and express their thoughts and ideas clearly, directly, honestly, and with respect for others and for the work of the team. That's what it means to communicate constructively. Such a team member does not shy away from making a point but makes it in the best way possible — in a positive, confident, and respectful manner. 3.3 Listens actively Good listeners are essential for teams to function effectively. Teams need team players who can absorb, understand, and consider ideas and points of view from other people without debating and arguing every point. Such a team member also can receive criticism without reacting defensively. Most important, for effective communication and problem solving, team members need the discipline to listen first and speak second so that meaningful dialogue results. 3.4 Functions as an active participant Good team players are active participants. They come prepared for team meetings and listen and speak up in discussions. They're fully engaged in the work of the team and do not sit passively on the sidelines. Team members who function as active participants take the initiative to help make things happen, and they volunteer for assignments. Their whole approach is can-do: "What contribution can I make to help the team achieve success?" 3.5 Shares openly and willingly Good team players share. They're willing to share information, knowledge, and experience. They take the initiative to keep other team members informed. Much of the communication within teams takes place informally. Beyond discussion at organized meetings, team members need to feel comfortable talking with one another and passing along important news and information day-to-day. Good team players are active in this informal sharing. They keep other team members in the loop with information and expertise that helps get the job done and prevents surprises. 3.6 Cooperates and pitches in to help Cooperation is the act of working with others and acting together to accomplish a job. Effective team players work this way by second nature. Good team players, despite differences they may have with other team members concerning style and perspective, figure out ways to work together to solve problems and get work done. They respond to requests for assistance and take the initiative to offer help. 3.7 Exhibits flexibility Teams often deal with changing conditions — and often create changes themselves. Good team players roll with the punches; they adapt to ever-changing situations. They don't complain or get stressed out because something new is being tried or some new direction is being set. In addition, a flexible team member can consider different points of views and compromise when needed. He or she doesn't hold rigidly to a point of view and argue it to death, especially when the team needs to move forward to make a decision or get something done. Strong team players are firm in their thoughts yet open to what others have to offer — flexibility at its best. 3.8 Shows commitment to the team Strong team players care about their work, the team, and the team's work. They show up every day with this care and commitment up front. They want to give a good effort, and they want other team members to do the same. 3.9 Works as a problem-solver Teams, of course, deal with problems. Sometimes, it appears, that's the whole reason why a team is created — to address problems. Good team players are willing to deal with all kinds of problems in a solutions-oriented manner. They're problemsolvers, not problem-dwellers, problem-blamers, or problem-avoiders. They don't simply rehash a problem the way problem-dwellers do. They don't look for others to fault, as the blamers do. And they don't put off dealing with issues, the way avoiders do. Team players get problems out in the open for discussion and then collaborate with others to find solutions and form action plans. 3.10 Treats others in a respectful and supportive manner Team players treat fellow team members with courtesy and consideration — not just some of the time but consistently. In addition, they show understanding and the appropriate support of other team members to help get the job done. They don't place conditions on when they'll provide assistance, when they'll choose to listen, and when they'll share information. Good team players also have a sense of humor and know how to have fun (and all teams can use a bit of both), but they don't have fun at someone else's expense. Quite simply, effective team players deal with other people in a professional manner. Team players who show commitment don't come in any particular style or personality. They don't need to be rah-rah, cheerleader types. In fact, they may even be soft-spoken, but they aren't passive. They care about what the team is doing and they contribute to its success — without needing a push. Team players with commitment look beyond their own piece of the work and care about the team's overall work. In the end, their commitment is about winning — not in the sports sense of beating your opponent but about seeing the team succeed and knowing they have contributed to this success. Winning as a team is one of the great motivators of employee performance. Good team players have and show this motivation. http://eu.dummies.com/how-to/content/ten-qualities-of-an-effective-teamplayer.html#ixzz0iMo8aBFB Creating Effective Team Players People always want to know what will make them successful. This is especially true when they have been placed on a team. Whether it is their first or fifty-first team experiences, they want to succeed both as an individual and help the team as well. Following is a list of ten characteristics of effective team members, regardless of industry or setting. Each of these traits will help the individual and the team to have greater success. Effective team members are Committed. To be successful at any endeavour, we must be committed to success. Successful teams are comprised of individuals who want the team to "win". Effective team members are people who are willing to do what it takes to help the team reach its goals. Effective team members focus on the Team's Objectives. Commitment is fine, but people must be committed to the right things. Effective team members take the time to understand the goals and objectives of the team, then remain focused on those objectives. They are constantly monitoring their own work to make sure it is in alignment with the goals and objectives of the team. Effective team members are Supportive. A team is a complex set of personal interactions. Effective team members know this and do what they can to improve those relationships. They help others. They provide a positive outlook to meetings and tasks. They do what they can to improve morale. They help everyone see the team's common goal. All of these things make good team members good followers. And good leaders. Effective team members are Competent. Of course to be an effective team member you must be able to do your own work well. You must be able to inventory the product, write the marketing brochure, complete the action item, or even block and tackle! Task competence is critical. Effective team members continue to practice the skills of their profession, making them continually more effective. Effective team members are Collaborative. Effective team members understand and believe in synergy. They know that one of the major reasons for forming a team is to bring together the unique skills and perspectives of different people. Because of this understanding, they actively work with other team members in a collaborative way. Effective team members Provide Feedback. Feedback is the engine for skill development. Skillful feedback, with pure intent is the prevention (and solution) to most conflicts. People need feedback to stay on track and to progress. Effective team members know the value of feedback and work to give it effectively, at the right time and with pure intent. Because of the value they place on it, they also actively seek feedback on their performance and behaviors with other team members. Effective team members are Good Communicators. Communications is the stuff of personal relationships, and relationships are a major part of any team. Therefore effective team members are vigilant about improving their communication skills. This pays off in their individual work and in enhancing the overall team's effectiveness as well. Effective team members value and build Trust. Trust is a cornerstone of highly effective teams. Building trust takes time, especially if past history between team members has left scars and rifts. Effective team members know that every action and interaction is an opportunity to build . . . or reduce . . . trust. Effective team members are Proactive. Effective team members realize that every new effort, or initiative, or task of the team requires someone to "get the ball rolling." While they don't need to spearhead each new task, they are willing to step up to the plate. Most importantly, they don't sit back and wait for things to happen, they proactively move forward to make things happen for the team's benefit. Effective team members are Learners. Being an effective individual contributor requires learning. Our world is changing rapidly, and so we all must learn to keep up, or stay ahead. This is even truer for teams. The relationships between, and individual expertise of, a variety of people make teams an important way to do high quality work. But to make those teams ever more effective requires learning not only about the tasks and work processes, but also about the individuals on the team and on team dynamics. For all of these reasons, a bias towards learning is perhaps the most important trait of all for an effective team member. How to Brainstorm Brainstorming technique for problem-solving, team-building and creative processes Brainstorming with a group of people is a powerful technique. Brainstorming creates new ideas, solves problems, motivates and develops teams. Brainstorming motivates because it involves members of a team in bigger management issues, and it gets a team working together. However, brainstorming is not simply a random activity. Brainstorming needs to be structured and it follows brainstorming rules. The brainstorming process is described below, for which you will need a flip-chart or alternative. This is crucial as Brainstorming needs to involve the team, which means that everyone must be able to see what's happening. Brainstorming places a significant burden on the facilitator to manage the process, people's involvement and sensitivities, and then to manage the follow up actions. Use Brainstorming well and you will see excellent results in improving the organization, performance, and developing the team. N.B. There has been some discussion in recent years - much of it plainly daft - that the term 'brainstorming' might be 'political incorrect' by virtue of possible perceived reference to brain-related health issues. It was suggested by some that the alternative, but less than catchy 'thought-showers' should be used instead, which presumably was not considered to be offensive to raindrops (this is serious…). Happily recent research among relevant groups has dispelled this non-pc notion, and we can continue to use the brainstorming expression without fear of ending up in the law courts… brainstorming process 1. Define and agree the objective. 2. Brainstorm ideas and suggestions having agreed a time limit. 3. Categorise/condense/combine/refine. 4. Assess/analyse effects or results. 5. Prioritise options/rank list as appropriate. 6. Agree action and timescale. 7. Control and monitor follow-up. In other words: plan and agree the brainstorming aim Ensure everyone participating in the brainstorm session understands and agrees the aim of the session (eg, to formulate a new job description for a customer services clerk; to formulate a series of new promotional activities for the next trading year; to suggest ways of improving cooperation between the sales and service departments; to identify costs saving opportunities that will not reduce performance or morale, etc). Keep the brainstorming objective simple. Allocate a time limit. This will enable you to keep the random brainstorming activity under control and on track. manage the actual brainstorming activity Brainstorming enables people to suggest ideas at random. Your job as facilitator is to encourage everyone to participate, to dismiss nothing, and to prevent others from pouring scorn on the wilder suggestions (some of the best ideas are initially the daftest ones - added to which people won't participate if their suggestions are criticised). During the random collection of ideas the facilitator must record every suggestion on the flip-chart. Use Blu-Tack or sticky tape to hang the sheets around the walls. At the end of the time limit or when ideas have been exhausted, use different coloured pens to categorise, group, connect and link the random ideas. Condense and refine the ideas by making new headings or lists. You can diplomatically combine or include the weaker ideas within other themes to avoid dismissing or rejecting contributions (remember brainstorming is about team building and motivation too - you don't want it to have the reverse effect on some people). With the group, assess, evaluate and analyse the effects and validity of the ideas or the list. Develop and prioritise the ideas into a more finished list or set of actions or options. implement the actions agreed from the brainstorming Agree what the next actions will be. Agree a timescale, who's responsible. After the session circulate notes, monitor and give feedback. It's crucial to develop a clear and positive outcome, so that people feel their effort and contribution was worthwhile. When people see that their efforts have resulted in action and change, they will be motivated and keen to help again. Personal brainstorming for creativity, planning, presentations, decision-making, and organizing your ideas Personal brainstorming - just by yourself - is very useful for the start of any new project, especially if you can be prone to put things off until tomorrow. Planning a new venture, a presentation, or any new initiative, is generally much easier if you begin simply by thinking of ideas - in no particular order or structure and jotting them down on a sheet of paper or in a notebook. Basically this is personal brainstorming, and it can follow the same process as described above for groups, except that it's just you doing it. Sometimes it's very difficult to begin planning something new - because you don't know where and how to start. Brainstoming is a great way to begin. The method also generates lots of possibilities which you might otherwise miss by getting into detailed structured planning too early. A really useful tool for personal brainstorming - and note-taking generally - is the wonderful Bic 4-colour ballpen. The pen enables you quickly to switch colours between red, blue black and green, without having to walk around with a pocket-full of biros. Using different colours in your creative jottings and written records helps you to make your notes and diagrams clearer, and dramatically increases the ways in which you can develop and refine your ideas and notes on paper. To prove the point, review some previous notes in black or blue ink using a red pen - see how you can organize/connect the content, still keeping it all clear and legible. This simple pen is therefore a brilliant tool for organizing your thoughts on paper much more clearly and creatively than by being limited to a single colour - especially if you think in visual terms and find diagrams helpful. For example, using different colours enables you to identify and link common items within a random list, or to show patterns and categories, or to over-write notes without making a confusing mess, and generally to generate far more value from your thoughts and ideas. Keeping connected notes and ideas on a single sheet of paper greatly helps the brain to absorb and develop them. Try it - you'll be surprised how much more useful your notes become. The principle is the same as using different colours of marker pens on a flip-chart. Other manufacturers produce similar pens, but the Bic is reliable, widely available, and very inexpensive. Additionally I am informed (thanks T Kalota, Oct 2008) of a useful brainstorming/organizing technique using coloured pens when reviewing a written specification, or potentially any set of notes for a design or plan. Underline or circle the words according to the following: nouns/people/things black (entities) verbs ('doing'/functional words) red (relationships) adjectives/adverbs (describing words) blue (attributes) This technique was apparently used for clarifying written specifications or notes for a database design, and was termed 'extended relational architecture', advocated by a company of the same name, at one time. This method of colour-coding notes (using underlines or circles or boxes) to help clarification/prioritization/organization/etc can itself naturally be extended and adapted, for example: nouns/people/things black (entities) verbs ('doing'/functional words) red (relationships) adjectives (describing a noun/thing/etc) blue (attributes) adverbs (describing a verb/function) green (degrees/range/etc) timings/costs/quantities yellow (measures) The colours and categories are not a fixed industry standard. It's an entirely flexible technique. You can use any colours you want, and devise your own coding structures to suit the situation. In relation to the group brainstorming process above, see also the guidelines for running workshops. Workshops provide good situations for group brainstorming, and brainstorming helps to make workshops more productive, motivational and successful. To create more structured brainstorming activities which illustrate or address particular themes, methods, media, etc., there is a helpful set of reference points on the team building games section. Unless you have special reasons for omitting control factors, ensure you retain the the essence of the rules above, especially defining the task, stating clear timings, organising participants and materials, and managing the review and follow-up. http://www.businessballs.com/brainstorming.htm Viewed Feb 2010 Important note: www.businessballs.com has a large selection of notes available for TEAMWORK, STUDY SKILLS, AND MUCH MORE USE IT! Small Group Communication: Effective Team Communication For a small group to operate smoothly, there must be open and effective team communication. Small Group Communication: Small group communication is, of course, the communication that is carried out within a small group. A small group is generally defined as a group that consists of at least three members and at the maximum around twelve to fifteen members. A group that has just two members or more than fifteen members would not come in the category of a small group. A small group may be a professional group, an educational group or a social group. The members belonging to it will have a common bond or interest or goal that brings them together. Understanding Communication: We've seen what a small group is and what small group communication is, now let's see what we understand by the term communication. Communication is about expressing and conveying your thoughts, feelings, opinions and ideas to another person or persons. Good communication skills can help you keep your head and confidently take charge of unfamiliar situations. People are more likely to listen to you, whatever you have to say, if you can express yourself well, and this is particularly useful in influencing and negotiating important personal, social or business matters. It also comes in handy in resolving conflict and dealing with difficult people. Some people are born with effective communication skills; others need to develop them. Developing effective communication skills requires repeated practice, which you can do by putting yourself frequently in situations where you have to interact with a variety of people. Consider joining social clubs or public speaking and debate clubs to polish up your skills. The Importance of Team Communication: Let us consider team communication with regard to the workplace. Most companies and organizations have people working in small teams. This has been found to be more effective and productive than a single individual toiling away at a project. When you have three or four more people working on an issue, you have the advantage of having access to more ideas and solutions for the project, of having more checking safeguards against any flaws in the plan, and of being able to establish more network connections. A group is also more likely to take on and complete large-scale, complex projects. However, for the team to operate smoothly, there must be open and efficient communication between the members of the team. Team communication is important for the following reasons • Project-related information needs to be shared. • Each member of the team needs to be acquainted with the team goal and his/her role in the team. • Each team member has specific skills and knowledge that must be utilized and imparted to other members in the course of the work. • Any questions or issues about the project must be broached and shared in order to resolve them. • Any decisions taken must be imparted to all the members. • Effective and open communication lines create feelings of trust and of belonging to the team. The more the members feels valued the more dedicated they are likely to be, and this in turn makes it easier for the team as a whole to achieve its goals. On the other hand, poor communication between team members can unnecessarily botch up an entire project. • The members may not understand what is needed and may waste time and energy in doing what is not required. • The members may misunderstand one another and develop personal animosities. This can affect their desire to work together and thereby the quality of the work. • The members may not be clear of the sequence of the things to be done and this can either hold up the project or play havoc with the deadlines. • The members may not know what to change or how to change to make themselves more efficient. Fostering effective team communication in your small group: You can foster effective team communication in your small group by a mix of oldfashioned good manners, good attention and open-mindedness. Here are a few tips • Ask if everyone understands what the team goals are. • Ask input and feedback from all members. • Listen carefully to what the other person is saying. • Don't interrupt until someone has finished talking. • Give feedback on what they've said. • Speak slowly and clearly. • Make your points in a clear, logical manner. • Include facts and details, and make sure they are all accurate. • Don't ramble on. Be concise. Stick to the matter at hand. • Make sure every member of the group gets the chance to speak. • Be open minded. If you've come to the meeting with your mind already made up, there's little point in having a discussion. • When responding to someone's question or statement, repeat it to make sure you have heard and understood correctly. • If you are taking a certain stand, take full responsibility for it. • Do not disparage anyone for their views and don't refute any point by taking personal shots at the speaker. Address the issue. • Watch your body language. It is more effective than what you say. So if you are angry and look angry, that is going to convey itself to the other members in your small group. • Don't make rash decisions or issue any statements when you are angry. Give yourself time to cool down. • If there are any misunderstandings, clear them up in a calm manner. • If you don't understand any point, speak up and ask questions. Get it clarified before you all move on. • When considering the pros and cons of any issue, consider the exact pros and cons, not opinion of the majority. • If you have an opinion, express it as such, with the reasons behind it, not as an iron-clad fact. • Be polite at all times. By Sonal Panse http://www.buzzle.com/articles/small-group-communicationeffective-team-communication.html Viewed March 2010