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Collaboration and Team Dynamics
- 1. COLLABORATION AND TEAM DYNAMICS JENNIFER VALERY, ALEXANDER SCOTT, AND MONIQUE LOPEZ COMM/516 NOVEMBER 10, 2014 RICH MERLO
- 2. SUCCESSFUL COLLABORATION AND TEAM DYNAMICS: TOPICS TO BE ADDRESSED • Collaborative skills equal success in the workforce • Teamwork promotes creativity and diversity • Learning to appreciate diversity and solving conflict • Work quality increases and more is accomplished in a group
- 3. STRATEGIES FOR USING CONFLICT RESOLUTION AS OPPORTUNITIES FOR LEARNING Conflict is usually thought of as negative Keep a positive mindset Use every challenge as a learning opportunity
- 4. STRATEGIES FOR USING CONFLICT RESOLUTION AS OPPORTUNITIES FOR LEARNING (CONTINUED) Here are some ways to learn from conflict resolution: • View conflict as positive • Expect conflict to happen • Learn the five strategies for conflict management found in the learning team tool kit • Communicate your feelings and expectations regarding the conflict • Actively listen to other team members concerns
- 5. LEARNING STYLES TO STRENGTHEN THE TEAM DYNAMIC Diversity Recognizing the diverse learning styles Opportunity Use uniqueness as opportunities to learn from others Strengthen Their strength can be your weakness
- 6. LEARNING STYLES TO STRENGTHEN THE TEAM DYNAMIC (CONTINUED) The purpose of team learning is to grow as a team and individually. The Team Learning Tool Kit says, “learning styles should not be allowed to become straightjackets”. We all need to learn to function outside of our comfort zones.
- 7. CRUCIAL COMMUNICATION SKILLS FOR AN EFFECTIVE LEARNING TEAM • It takes two to communicate • Learning requires communication • Teamwork requires communication • Learning as a group can improve understanding • Teammates are resources Effective Communication Promotes Effective Learning
- 8. CRUCIAL COMMUNICATION SKILLS FOR AN EFFECTIVE LEARNING TEAM CONFLICT RESOLUTION • Acknowledge the opposing opinion as valid, especially when you disagree • Hear everyone and make them feel heard • Accept a compromise REMEMBER TO SPEAK • Just listening is not communication • Don’t ever be afraid to disagree • You are a valuable resource
- 9. USING THE LEARNING TEAM CHARTER A CONTRACT FOR FAIR WORK • Define your expectations. ANSWER QUESTIONS BEFORE THEY BECOME PROBLEMS • What are some common sources of confusion? How might you avoid them? RECORD THE PLAN • Know who, what, and when. How doesn’t hurt either. KNOW YOUR TEAM • Ask questions. Find out when and how you can get together.
- 10. COMMUNICATING WITH YOUR TEAM SOME TIPS AND TRICKS FOR BETTER COMMUNICATION • How do you define “fair work”? • Where have you seen this before? • How would you explain your teammate’s idea? • What do my teammate’s think?
- 11. EFFECTIVE COMPONENTS NECESSARY FOR TEAM SUCCESS Individual and Team Goals • Team members must feel like they can work towards completing the team goal while accomplishing personal goals. Team members are willing to work toward a goal if their personal needs have been met (Bateman & Snell, 2003). Cohesiveness • “refers to how attractive the team is to its members, how motivated members are to remain in the team, and the degree to which team members influence one another” (Bateman & Snell, 2003, pp. 424-449). Success and Motivation • When goals are accomplished, team members are more likely to feel motivated by their team’s success.
- 12. HOW DO TEAM AND INDIVIDUAL SUCCESSES DIFFER? INDIVIDUAL TEAM Goals Successful and quality team performance Cohesiveness amongst team members Motivation to succeed Goals Personal development and success Equal contribution to teamwork Accomplishment and reward
- 13. HOW DOES COHESIVENESS CREATE A SUCCESSFUL TEAM? Cohesiveness: “refers to how attractive the team is to its members, how motivated members are to remain in the team, and the degree to which team members influence one another” (Bateman & Snell, 2003, pp. 424- 449). When teams get along, the harmonious environment promotes productivity. When teammates communicate well and recognize diversity within groups, they are more willing to learn from one another and continue to produce quality work. It is also possible for cohesive teams to use their bond to help leaders keep everyone on track. They begin to feel accountable for the entire group’s success.
- 14. MOTIVATIONAL STRATEGIES TO INCREASE PRODUCTIVITY ACCOUNTABILITY MOTIVATION PRODUCTIVITY
- 15. IS TRUST AS IMPORTANT AS MOTIVATION TO SUCCEED? -teammates trust one another to complete their shares of the assignment. -leaders trust that team members will stay on task and ask for help and notify them of any complications. -team members trust leaders to keep projects organized and other members motivated to stay on task. -the team is built on the confidence in individual and group productivity, remaining motivated, and succeeding in completion of tasks. Success
- 16. REFERENCES • Bateman, T. S., & Snell, S. (2003). Management: The New Competitive Landscape (6th ed.). : The McGraw-Hill/Irwin. • University of Phoenix. (2004). Learning Team Toolkit. Available on the University of Phoenix student/faculty website: http://ecampus.phoenix.edu (11/09/14)
Editor's Notes
- Jennifer Valery: The value of team collaboration for academic success Strategies in using conflict resolution as opportunities for learning Utilizing each team member's learning style as an opportunity to strengthen the team dynamic Alexander Scott: Crucial communication skills for an effective Learning Team The purpose of using the Learning Team Charter as a tool to reinforce team collaboration while contributing to team success Monique Lopez: Effective components necessary for team success Motivational strategies to increase productivity
- The skills learned from collaborative work are valuable as a student as well as for success in the workforce. The different backgrounds of the team members promotes new ideas and creative thinking otherwise lost when working alone. Collaborating is a part of conceptual framework and ties into valuing diversity because diversity is the driving force of a team. Learning to appreciate diversity and solving conflict that arise in a group are characteristics desired by hiring managers learned from team work.
- 1st thing that comes to mind with conflict are the negative aspects of conflict, but if you think about it as a learning opportunity much more will be gained from the learning team experience. Keeping a positive attitude goes a long way in life. Think of a situation where you allowed negative thoughts to hinder progress? If you changed that way of thinking to positive how would the situation be different? When conflict arises learn from it, and find the right strategy to use to solve the problem.
- Practicing conflict resolution in different scenarios will inevitably make you better and acknowledging the different ways to respond to the conflict will make this a learning experience to remember. When you expect conflict to happen you are acknowledging the fact that it’s a part of collaborative work and you are better prepared to handle it. Five strategies are avoid, accommodate, compromise, compete, collaborate recognize the situation in which to use these techniques. Don’t expect people to read you mind tell them how you feel and the expectations you have regarding the situation this will teach excellent communication skills for all situations
- This will increase cohesiveness and efficiency. Everyone was created uniquely and with that comes diverse learning styles. Maximize on the ability to learn from others.
- While valuing your teams learning styles are important we need to understand the purpose of team learning Functioning outside of our comfort zones will increase the dynamics in the team and lead to growth.
- Discuss what it means to communicate effectively. Ask for examples of clear and poor communication. Communication is the oldest, most used, and most useful tool mankind has. It requires two components: delivery and reception. We are always involved in both components. Blind dictation and passive reception are ineffective methods of communication. The learning process is the communication of knowledge. Better communication leads to a better transference of knowledge. Similarly, working as a team is made possible by communication and clearer communication results in more effective teamwork. When we learn, the perspectives and ideas of others can give us a better understanding of new and old concepts. Communicating our own ideas shows where our logic is strong and weak, and encourages us to expand on our own thoughts. If there is a problem you can’t work out on your own, the skills and perspectives of your teammates may provide a solution. A good working relationship improves your own capabilities and the capabilities of the group.
- Working in a group doesn’t always make things easier. People who differ in opinion often find effective communication difficult. These are some communication skills which will make working with a group more productive. Diffusing arguments is difficult. From each individual perspective, a person’s opinion is perfectly logical, which must mean a different opinion is somehow flawed. Accepting and including an opposing view requires patience, courage, and a bit of grace. It is all too easy to let a group work around you, letting other people take on tasks because “they can do it better than me”. But disengaging from the group means you miss out on all kinds of opportunities for discussion and moments of insight. Not to mention the disservice to the rest of the team by denying them your own unique input. Who knows? Together, you might be far better than you think. These are just some of the useful skills you can use in a group. What are some others? What experiences have you had that were or might have been made better by skilled communication? What skills do you have that might be useful?
- The team charter is a guide to forming an effective leaning team. Completing the charter ensures an exchange of useful information about your teammates and the establishment of a basic plan of work. However, it is up to you to make the most of this process. Think about what the charter is getting you to do and why. There is no “I” in “team”, they say. When you start work with a new group, defining what each member is expected to do sets a strong foundation for a working relationship. It’s a hard and fast standard that encourages professional conduct. But remember that you can always revisit the contract later if you feel it isn’t working. Few things are more frustrating than submitting several hours worth of work, only to find it wasn’t the work your group needed. Think about what you need to know in order to work with your group. What format do you want to use? How will we check one another’s work? If I’m doing this, what should it look like? The more answers you have, the less likely time will be wasted on confusion and misunderstanding. Make a plan. Make a plan. Make a plan. Your teammates are not in your head, they don’t know how you think or how you want to put the project together. If you all do a piece, who does what piece? Which piece should come first? Planning is absolutely essential. Throughout this process, you should be learning about your team. Who is good at what? When can you contact them and how? Does anyone have any particular concerns? Remember that your teammates are people, not machines that do what you tell them. Understand that they can surprise you.
- Here are a few quick questions you can use to improve your communication with your team. These are questions you can ask yourself or your teammates which can protect you from one of the worst communication pitfalls; assumption. A sense of fairness is important. Before you divide up your work, ask yourself and your team what “fair” means. The answers might be more different than you think. Recall your experiences and ask for stories from others. History is a great teacher and, in a team, you have a lot of it to draw on. Knowing more about where your teammates are coming from can also clarify their thought process and add to your understanding of your own experiences. Trying to explain someone else’s idea forces you to clarify it in your mind. If you can’t explain it, you know you need clarification. If you can, check in with your teammate and ask them what they think of your interpretation. Did you get the message they meant to convey? Never do your thinking in a vacuum. Asking what other people think can give you new ideas and show where your own reasoning is ineffective or unclear. Remember, your work isn’t just for you, it gets read and graded and eventually will be used to teach others. The more input you get, the more certain you can be of the clarity and quality of your work. (Get your audience to actually ask and answer these questions. Demonstrate how they can be effective by comparing answers.)
- Leaders are responsible for directing these components within their team environments. In order for these elements to take hold in a successful team, members must be willing to take direction, agree with the goals set for themselves and the team as a whole, find common ground with team members and cooperate. Most importantly, teams must feel like goals are attainable and continue to be motivated to succeed.
- Individual: As an individual in a team, it is important to know what your roles are in finishing the project or assignment, the quality and quantity of your contribution, and that you are accomplishing your goals. If the leader is organized and trusts the individual’s work, as a member of the team you will feel capable of completing tasks and be motivated to succeed for the whole team. Team: As a team, success is accomplished by creating an environment where every team member is capable of performing well. Also, working as a team, focusing on what each individual can bring to the table, and trusting that everyone will contribute to success is motivation enough for the whole team.
- Cohesiveness “refers to how attractive the team is to its members, how motivated members are to remain in the team, and the degree to which team members influence one another” (Bateman & Snell, 2003, pp. 424-449). Have you ever been a part of a group that lacked cohesiveness, if so, were you successful in accomplishing team goals? It is almost impossible to be successful without positive communication, cooperation, and cohesiveness. Without these traits teams fail to care about goals or succeeding, or fail to provide a high quality contribution.
- Motivational strategies to increase productivity: Accountability: Team members should be held accountable to complete assigned tasks. When individuals are held accountable for their actions, especially in a team, more effort is put into the work and productivity of the team unit benefits. Motivation: If a team member knows that people are counting on and trusting them to succeed, they will be more willing to put forth the effort to be productive. The leader of the team also uses this accountability to motivate members to be successful in completing tasks and accomplishing team goals. Productivity: Teams are successful as a unit and become productive when all components are in order. Productivity leads to success for the team and the individual. Productivity is an indication of a successful team.
- Learning Teams, especially those who are in distance learning programs, need trust in order to be successful. If trust does not exist, all other components may not even work to create a productive learning environment. Teams must communicate, must be cohesive, must cooperate, and must trust that all members will maintain motivation to succeed.
- Monique’s References: Bateman, T. S., & Snell, S. (2003). Management: The New Competitive Landscape (6th ed.). : The McGraw-Hill/Irwin. Jennifer’s and Alexander’s Reference: University of Phoenix. (2004). Learning Team Toolkit. Available on the University of Phoenix student/faculty website: http://ecampus.phoenix.edu (11/09/14)