Group and team communication

GROUP AND TEAM
COMMUNICATION
Gasparillo, April C.

INTRODUCTION
• Being in groups is part of everyday life and many of us will belong to a wide range
of groups.

THEORIES ON COMMUNICATION IN
ORGANIZATIONS
BY KEVIN JOHNSTON
• communication structure within your small business follows rules and guidelines --
pathways that you or your employees set up
• If you choose these communication pathways consciously, you help determine the
culture of your company
• If you allow the communication systems to develop randomly, you might end up
with a less-than-efficient style
• Once you familiarize yourself with the traditional approaches to communication, you
can decide which format best suits your company

CRITICAL THEORY
• conflict is the natural state of an organization
• employees tend to resist managers, and departments compete for budgets and
influence
• upper management must always strive to motivate lower management and
employees, who in turn regularly lose motivation
• communication under this theory takes on the role of resolving conflicts, preventing
problems between groups of people, encouraging employees to do more and
providing direction that will unify the workforce under a single goal

INFORMATION THEORY
• concerned with how information travels with the fewest mistakes
• if you view your communications through the lens of information theory, you focus
on how to fix messages so that they can't be altered
• need to put measures in place to confirm communications for accuracy.
• you might even hold the message recipient more accountable than the sender for
the final version of the communication

POST-POSITIVE THEORY
• if you think that order is the natural condition of any organization, you are using
post-positive communication theory
• the assumption that order is natural in your company will cause you to treat conflict,
misunderstandings and insubordination as unacceptable occurrences
• communication under this theory focuses on messages designed to keep people
obeying the rules and working together smoothly
• meeting attendees tend to seek agreement and frown on discord

GROUPWARE THEORY
• suggests that old lines of communication may change along with rapid
technological advances
• Employees can communicate through computers and mobile devices so quickly that
information can spread throughout a company before management wants it to
• even positive information might flow from one department to another before
management has time to notify all stakeholders of a change in policy or an initiative

GROUP & TEAM COMMUNICATION IN
ORGANIZATIONS
BY JOHN T. WILLIAMS
• No matter how noble or detailed the mission or strategy a corporation develops,
groups or teams must execute the operations assigned to them.
• Success or failure rides on how effectively the communications channels convey the
content each member needs to accomplish their goals or perform their
assignments.
• Each team must develop an interchange that corresponds to the campaign at hand
and the personality traits of the members comprising the team, and that builds
solidarity among the team members as they work together to reach their objective.

ORGANIZATIONS (CHARACTERISTICS)
BY JOHN T. WILLIAMS
• Due to the relatively small number of people involved, members of a group interact
more informally than on a departmental or corporate level, enjoy greater
flexibility and can respond more quickly, adapting to changes in work situations.
• Group members influence one another as they integrate, developing a sense of
camaraderie.
• Teams are considered a subset of groups, put together internally or externally with a
specific target in mind.
• Effective teams require clearly defined goals, operating parameters for the team,
responsibilities for each member and methods for coordinating tasks among
members.

ORGANIZATIONS (COMMUNICATION NETWORKS)
BY JOHN T. WILLIAMS
• Three models that define the way team members communicate with one another,
depending on any number of factors
• team size
• project undertaken
• company culture or industry they operate in
• In an all-channel network, every member talks directly to everyone else
• Brainstorming efforts such as new product development, or teams with similar job functions
• In a chain network, members transmit messages via one person at a time.
• Process-oriented companies with heavy regulations or rigid structures, such as
bureaucracies, may utilize this model
• In a wheel network, members route communications to and through one person

ORGANIZATIONS (COHESION)
BY JOHN T. WILLIAMS
• A cohesive team establishes clear objectives, stresses participation and
collaboration, and accentuates the "we" in a group by commemorating when goals
are accomplished.
• They enforce attendance and even institute customs to foster a strong identity and
sense of belonging.

ORGANIZATIONS (COMMUNICATION
CONTENT)
BY JOHN T. WILLIAMS
• Members execute tasks and meet goals more effectively when they send and receive
the right information at the right time.
• Managers in particular must juggle the balance and timing of how much
information to share, and when.
• Members will differ based on learning style, job level and responsibility, and specific
task at hand.
• Leaders must know their members well enough to know who can handle how much
information, as well as help each member understand the impact he has on the
team, the project or the company.

ORGANIZATIONS (COMMUNICATIONS
TACTICS)
BY JOHN T. WILLIAMS
• members should converse freely about the project, especially any problems or
concerns they have, focusing on specific actions or work-related behaviors
• they should actively listen, clarifying what they hear with questions or by
paraphrasing their grasp of the situation
• hey should share their ideas, questions and answers, supporting others’ ideas rather
than criticizing or blaming others or looking to take credit

BUILDING GROUP COHESIVENESS
• Groups are dynamic in both structure and process. Usually group cohesiveness and
group norms develop to enable the group to achieve more than individuals would
be able to on their own.
• The aim of a group is usually to bring about some change, support or insight into
either the individual, the group as a whole, or the environment.

THE DEVELOPMENT OF GROUP 'NORMS'
• One way in which a group becomes cohesive is through the development of group
'norms', that is the standards of behavior and attitudes to which the group abides –
the groups rules.
• Norms operate at the group level rather than at the individual level.
• Group norms usually operate to maintain the group and preserve its integrity, rather
than to check individual actions.

EXAMPLES OF GROUP NORMS
• Meet at x venue and at x time.
• Dress smartly but casually.
• Begin and end on time.
• Attend as many meetings as possible,
minimum of 70%.
• Listen carefully to the current speaker.
• Do your homework; be prepared before
the start of a meeting.
• When speaking keep your point relevant
and concise.
• Do not use hostile or inappropriate
language or body language.
• Be polite and courteous.
• Show respect to other members of the
group and their ideas.
• Work on the goals and objectives of the
group.
• Do not talk or hold side conversations
whilst others are talking.
• Turn off your mobile phone for the
duration of meetings.

STRENGTHS AND WEAKNESSES OF GROUPS
• There can be both strengths and weaknesses to working in groups.
• These strengths and weaknesses will vary according to the purpose, structure and
nature of the group.
• Strengths and weaknesses will also change over time as the group evolves and in
relation to other dynamics which the group encounters.

POSSIBLE GROUP STRENGTHS
1. Through group cohesiveness, a group’s members can gain a sense of belonging, respect and
trust.
2. A group is not dependent on the skills of one person. In a group it is possible for an individual
to take on different roles. Each role will reflect how individual skills and responsibilities change
with time.
3. Because skills, experience and knowledge are pooled, there are greater resources to be drawn
upon.
4. Groups can support individuals, share problems and provide mutual help and encouragement.
Groups give the opportunity for individuals to talk to others with similar problems and share
their experiences.
5. A group can be a safe environment to bring about individual understanding and development.
Because individual behaviour, feelings and attitudes are greatly influenced by other people,
group members can provide role models and reinforcement through mutual support and
positive feedback.
6. People may feel less isolated and intimidated than in a one-to-one situation. Shared workload
and support networks.

POSSIBLE GROUP WEAKNESSES
1. It may be difficult to maintain confidentiality within a group.
2. Some individuals do not like being in a group situation and they may not wish to
express problems or share ideas with others in a group setting. Such people may
become disruptive or withdraw.
3. Individuals may resent the pressure to conform to the group's norms.
4. Group labels can lead to stigmatization and to overcome this, some groups are
renamed e.g. renaming the 'Alcoholics Support Group’, to 'The Cafe Society', may
change outsiders’ perceptions of the group. Whilst the new name may be less
socially stigmatized, such anonymity can lead to outsiders not knowing the
group's role.
5. a group needs resources, accommodation, time and on-going commitment.

EFFECTIVE COMMUNICATION IN A TEAM
(RULES)
BY LEIGH ANTHONY
• When setting up a team, it is important to establish rules or guidelines for what
team members should expect from the team.
• This can be things as simple as when and how often the team will meet.
• It can also cover communication outside of the team meetings, such as when team
members email each other, all team members are included on the email to ensure
that everyone remains on the same page.
• All of the rules should be agreed to by team members.

(MEMBER ROLES)
BY LEIGH ANTHONY
• Each team member should understand his role in the team meeting process.
• Team members should agree to the rules including those that will facilitate effective
communication within the team.
• These rules may include not interrupting when others are speaking, paraphrasing
back to others what has been said to ensure understanding and not passing
judgment on the ideas of others during the brainstorming phases of meetings.
• Members should strive to not only be understood but to understand others on the
team as well.

(LEADER ROLES)
BY LEIGH ANTHONY
• The role of the leader is to keep the team moving in the right direction and keep the
team on track.
• When communication issues arise, the leader may need to step in as a mediator to
solve the communication issues that present.
• The leader should always be sure that the agreed upon meeting rules are being
followed by all team members.
• The leader will also attempt to identify what motivates each member of the team to
facilitate an effective team structure.

(ADDRESSING ISSUES)
BY LEIGH ANTHONY
• Communication issues within the team should always be addressed as soon as
possible.
• The first step would be to review the agreed upon rules to see if any of these have
been broken.
• If so, it is an easy fix as the rules should clearly state an outline of events when rules
are broken.
• . If it is outside of the scope of the rules, the team should meet to discuss the issues
and may consider bringing in an outside party, such as human resources, to
mediate, particularly if the leader is involved in the communication problem.

(CONSIDERATIONS)
BY LEIGH ANTHONY
• Communication issues within the team cannot be addressed or solved if they are
ignored.
• It is essential to have an open door policy within the team where issues can be
discussed as they arise.
• When establishing rules, team members may consider adding a rule that team
members should speak directly to the member who they have an issue with rather
than involving other parties, unless it is a management facilitator, such as human
resources.

IMPORTANCE OF TEAM
COMMUNICATION SKILLS
BY LEIGH RICHARDS
• Team communication skills are critical for ensuring the success of the team effort.
• Strong team communication skills can help build relationships, ensure the sharing of
new ideas and best practices, and benefit team members through coaching and
counseling.

IMPORTANCE OF TEAM COMMUNICATION
SKILLS (COHESIVENESS)
BY LEIGH RICHARDS
• Effective teams need to work well together and that team cohesiveness depends on
building strong relationships among team members.
• Communication is critical and is driven by the team leader who will work with the
team to establish ground rules and work to bring the team together so that it can
accomplish its goals.
• All teams will go through expected stages of development, from forming to
storming to "norming," and eventually, performing, according to business
consultant Bruce Tuckman. Navigating through these stages effectively will help
teams build relationships.

SKILLS (SHARING)
BY LEIGH RICHARDS
• When team communication skills are strong, it raises the chance that good ideas
and best practices will be shared openly.
• Team members can be hesitant to provide input for fear of being criticized or
having their ideas dismissed.
• Teams that can establish an open, positive and supportive environment among
team members are in a better position to hear those good ideas and learn from the
best practices of the group.

SKILLS (PROFESSIONAL DEVELOPMENT)
BY LEIGH RICHARDS
• Effective team communication can lead to both personal and professional
development.
• Team leaders will be influenced by the coaching and counseling skills of the team
leader and, when the team leader is a positive role model, these insights can help
employees improve their own communication skills.
• Strong team communication skills can also help team members learn how to
manage conflict in positive ways, an important professional development skill.

WHAT IS AN EFFECTIVE TEAM IN AN
ORGANIZATION?
BY LUANNE KELCHNER
• Teams work in an organization to improve quality, complete projects and change
processes. A team must have some components to ensure the success of the project
or objective
• Each member of the team brings a talent and skill to the table, which contributes to
the overall success of the group.

ORGANIZATION? (COMMUNICATION)
BY LUANNE KELCHNER
• An effective team must have communication among all members of the group.
• Effective teams conduct frequent meetings to evaluate the work completed and
discuss the status of tasks in process.
• All members of a team must participate in team meetings or receive updates on
how the project stands.
• When all workers in a business are members of a team, management or owner must
ensure that communication is clear and necessary information is available to all.

ORGANIZATION? (GOALS)
BY LUANNE KELCHNER
• Clearly defined goals are essential for an effective team.
• Goal provides all team members with an understanding of what the team is
attempting to produce or achieve.
• Goals also set the definition for success.

ORGANIZATION? (LEADERSHIP)
BY LUANNE KELCHNER
• Leaders assign tasks to team members and guide the group through the project.
• The leadership in an organization can motivate, facilitate communication and
evaluate the results of a team project.
• Leaders set the agenda and schedule for team meetings.
• During meetings, the leader can make sure that all members have an opportunity to
participate.
• An effective team has a strong leader and the support of management.

ORGANIZATION? (PERFORMANCE REVIEW)
BY LUANNE KELCHNER
• Meetings are an opportunity to evaluate the performance of the team.
• A performance review provides the team with the opportunity to correct errors or, if
necessary, change course.
• A review can also provide proof that measures are working.
• Effective teams will determine the data to analyze to determine whether a new
process or a change to an existing process is having an effect, such as scrap, defect
or production rates.

HOW TO COMMUNICATE EFFECTIVELY
WITH A TEAM
BY LOUISE BALLE
• When you communicate effectively with your team it eliminates confusion and can
foster a healthy and happy workplace. Effective communication with your team will
also allow you to get work done more quickly and efficiently.

HOW TO COMMUNICATE
EFFECTIVELY WITH A TEAM
BY LOUISE BALLE
1. Take full responsibility as the owner of the company for proper communication among
your team members. As the boss you must position yourself as the authority figure and
model for how you want the team to communicate.
2. Make adjustments to your leadership style and communication skills first before you
attempt to communicate effectively with your team. Learn the importance of verbal and
non-verbal communication cues when talking to your team and moderating meetings.
3. Discuss any communication issues with your team directly. Talk to each team member
individually to learn his concerns. Seek to understand each member of your team on a
deeper level. Speaking with team members one-on-one will allow you to learn more about
each team member's differing communication and working style. You might also learn
which of these individuals has the attributes to make an effective team leader going
forward.

HOW TO COMMUNICATE
BY LOUISE BALLE
4. Convene with the entire team to discuss any issues causing a rift between
members. Allow each team member to air out grievances regarding the project at
your meeting. If any of the team members have personal issues with other team
members or you (the boss) that are interfering with progress at your business, it's
important to meet with those members separately to resolve the issue.
5. Keep a tight agenda when you're conducting meetings in-person, online or over
the phone. Talk to you team using terms that they can relate to instead of
technical jargon or "corporate-speak" that they may not understand. Provide team
members with a written copy of the important matters you discuss in your
meetings, including meeting minutes, to help eliminate confusion.

HOW TO COMMUNICATE
BY LOUISE BALLE
6. Appoint a team leader who understands your company's goals and communicates
well to pass on day-to-day messages that you need to tell your team. If major
news or issues regarding projects develops, communicate that information to your
team directly.
7. Field questions from your team after delivering your messages to clear up any
confusions. For instance, if you send a written or email communication to your
team, ask them to reply to your message with questions or to list any concerns to
discuss at your next meeting.
8. Act as a mediator--or hire a third party mediator if you're not considered a neutral
party in the matter--to help resolve future disagreements between team
members.

CAUSES OF ORGANIZATIONAL CONFLICT
BY GEORGE N. ROOT III
• In order to survive, a company must focus its efforts on generating revenue in the
face of competition.
• According to Ryan Bannerman Associates, sometimes the need to focus on beating
the competition can get derailed by internal organizational conflict.
• In order to keep your employees focused on being productive and bettering the
competition, it is necessary to understand the causes of organizational conflict.

(MANAGERIAL EXPECTATIONS)
• It is the job of an employee to meet the expectations of his manager, but if those
expectations are misunderstood, conflict can arise.
• Managers need to spend time clearly communicating their goals to employees and
then confirming those goals in writing.
• A manager should also encourage her employees to ask questions about their
goals, and hold regular meetings to discuss the goals and how best to reach them.

(BREAKDOWN IN COMMUNICATION)
• If a department requires information from another department in order to do its
job, and the second department does not respond to the request for information, a
conflict can arise.
• Some interdepartmental disagreements might trigger a nonresponsive attitude that
can quickly become an internal conflict.
• Another way of creating this sort of conflict is by giving a circular response such as
an issue being perpetually "under review."
• When people or departments are late in responding to information requests, or they
are withholding information on purpose, it is best to address the situation
immediately with a personal meeting with both sides to resolve the situation.

(MISUNDERSTANDING THE INFORMATION)
• One person may misunderstand information, and that can trigger a series of
conflicts.
• In order to deal with this kind of situation, it is best to have the person admit her
misunderstanding and work with the affected parties to remedy the situation.
• Taking responsibility for a mistake can quickly defuse a potential organizational
conflict.

(LACK OF ACCOUNTABILITY)
• Organizational conflict might arise from frustration
• One source of frustration is a lack of accountability.
• If something has gone wrong, and no one is willing to take responsibility for the
problem, this lack of accountability can start to permeate throughout the entire
company until the issue is resolved.
• One way to combat a lack of accountability is to have anyone who comes into
contact with a document sign his name to it and include the date.
• The paper trail may sometimes find the source of the problem, which can then be
addressed.

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