Presentation created by Andi Narvaez for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
This presentation was delivered by Jeannette Terry and Steve Davis of Tercon Consulting at an APM event in July 2013. The contents of these slides are the copyright of Tercon Consulting and should not be reproduced or used without their permission.
Everyone is keen to succeed when they start a new role, but what do you do when your role’s remit, reputation or relevance is unclear? Drawing on personal experience, this session will begin with the speakers sharing the challenges faced and lessons learned in starting new and contentious roles. They will identify the key practical steps they took to transform perceptions and generate engagement and support at every level, from students to senior management. There will then be an opportunity for small group discussions where participants can reflect on their own experiences and discuss show potential approaches might work for them. Following several rounds of discussions, the key points from each table will be presented to the whole group for a final collective discussion.
3 Key Competencies: Leadership, Communication, and TrustLisa Combest
Discussion of three key competencies for business analysts. Leadership, excellent communication, and trust buildings are valuable to BAs as they seek to succeed in their work.
The Importance of Accountability in BusinessCaryn Brown
The document discusses the importance of accountability in business. It defines accountability as taking responsibility for one's actions and obligations. The document states that business owners are accountable to their clients, colleagues, community groups, families, employers, and themselves. It provides examples of how to demonstrate accountability, such as being on time, following through, and maintaining integrity. The document emphasizes that accountability is important for building a strong reputation and that accountability partners can help business owners set goals and get feedback.
Ever wish you could find a more fun and entertaining way to engage a group of stakeholders so that they're actively contributing to your work by generating great ideas? Is your team stuck in a creative rut? Do you prefer graphics and color over words? This presentation covers some easy and useful tips and tricks for facilitating groups, large and small. Learn about brainstorming ideas, consensus building, prioritization exercises, and more through graphic facilitation. Good for short-term or longer-term planning & getting everyone involved and engaged.
This unit considers how to build rapport quickly, be personable and genuine, and how to engage participants in the presentation. What are ingredients of trust building? We will explore asking questions, using benefit language, and active listening.
The 5 dysfunctions of a team Management Presentationrajopadhye
The document discusses Patrick Lencioni's model of the five dysfunctions of a team: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides details on how each dysfunction negatively impacts a team and strategies that teams can use to overcome each dysfunction, such as conducting personality assessments, assigning roles to "mine for conflict," setting deadlines, and establishing clear goals and performance standards. Overcoming these dysfunctions helps teams make better decisions, hold members accountable, and achieve results.
This presentation was delivered by Jeannette Terry and Steve Davis of Tercon Consulting at an APM event in July 2013. The contents of these slides are the copyright of Tercon Consulting and should not be reproduced or used without their permission.
Everyone is keen to succeed when they start a new role, but what do you do when your role’s remit, reputation or relevance is unclear? Drawing on personal experience, this session will begin with the speakers sharing the challenges faced and lessons learned in starting new and contentious roles. They will identify the key practical steps they took to transform perceptions and generate engagement and support at every level, from students to senior management. There will then be an opportunity for small group discussions where participants can reflect on their own experiences and discuss show potential approaches might work for them. Following several rounds of discussions, the key points from each table will be presented to the whole group for a final collective discussion.
3 Key Competencies: Leadership, Communication, and TrustLisa Combest
Discussion of three key competencies for business analysts. Leadership, excellent communication, and trust buildings are valuable to BAs as they seek to succeed in their work.
The Importance of Accountability in BusinessCaryn Brown
The document discusses the importance of accountability in business. It defines accountability as taking responsibility for one's actions and obligations. The document states that business owners are accountable to their clients, colleagues, community groups, families, employers, and themselves. It provides examples of how to demonstrate accountability, such as being on time, following through, and maintaining integrity. The document emphasizes that accountability is important for building a strong reputation and that accountability partners can help business owners set goals and get feedback.
Ever wish you could find a more fun and entertaining way to engage a group of stakeholders so that they're actively contributing to your work by generating great ideas? Is your team stuck in a creative rut? Do you prefer graphics and color over words? This presentation covers some easy and useful tips and tricks for facilitating groups, large and small. Learn about brainstorming ideas, consensus building, prioritization exercises, and more through graphic facilitation. Good for short-term or longer-term planning & getting everyone involved and engaged.
This unit considers how to build rapport quickly, be personable and genuine, and how to engage participants in the presentation. What are ingredients of trust building? We will explore asking questions, using benefit language, and active listening.
The 5 dysfunctions of a team Management Presentationrajopadhye
The document discusses Patrick Lencioni's model of the five dysfunctions of a team: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides details on how each dysfunction negatively impacts a team and strategies that teams can use to overcome each dysfunction, such as conducting personality assessments, assigning roles to "mine for conflict," setting deadlines, and establishing clear goals and performance standards. Overcoming these dysfunctions helps teams make better decisions, hold members accountable, and achieve results.
This document outlines a training course on presenting and facilitating run by Dr Tim Baker. The course consists of 6 units covering topics such as presenting dos and don'ts, influencing to gain buy-in, building relationships, engaging online, and effective use of PowerPoint. Unit 4 focuses specifically on PowerPoint dos and don'ts, recommending using more images than text, one point per slide, no bullet points, and keeping designs simple. The document schedules presentations for participants on various dates and instructs them to prepare and deliver a 5-minute presentation incorporating lessons from the course.
Engage in meaningful dialogue and discover strategies to develop teamwork, collaboration, and shared decision-making processes. Strengthen relationships and build collaborative leadership skills within your group to promote a shared vision, understanding, and inclusion.
The document summarizes Patrick Lencioni's model of the five dysfunctions of a team which are: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides a brief description of each dysfunction and suggests using a questionnaire to help teams evaluate their susceptibility to these dysfunctions. It also includes a quote highlighting the importance of teamwork as a competitive advantage.
This document outlines the contents of a training course on managing team conflict and negotiations. The course contains 6 units that cover characteristics of high performing teams, stages of team development, tools for leading teams, roles in teams, managing team conflict and negotiations, and developing team culture. Unit 5 focuses on managing team conflict and negotiations, identifying 5 styles of dealing with conflict - competing, accommodating, avoiding, collaborating, and compromising - and providing examples of when each style would be most appropriate. The document concludes with sample conflict situations and key messages around being flexible, not overusing one style, and practicing using all five conflict styles.
The document outlines an agenda and activities for a group meeting focused on establishing effectiveness. It includes introductions, establishing ground rules, and using a Group Effectiveness Model to identify what is working and not working for the group. The model examines the group's context, structure, and processes to build a foundation for effectiveness and determine areas of focus.
This document provides lessons learned from effective management courses. Some key points include building trust with employees, focusing on success over activities, being aware of communication styles which vary based on communication method, and creating self-managed teams with shared responsibility and measurement of success. Customizing the approach for each employee based on their individual needs is also emphasized.
The document outlines Patrick Lencioni's model of the five dysfunctions of a team:
1. Absence of trust - when team members are unwilling to be vulnerable within the team and show their weaknesses.
2. Fear of conflict - when team members avoid constructive tension and avoid difficult conversations that could lead to better solutions.
3. Lack of commitment - when team members do not buy into and support decisions made by the group.
4. Avoidance of accountability - when the team avoids holding its members accountable for their performance and behaviors.
5. Inattention to results - when the team focuses on internal issues rather than goals and achievements that benefit the customer. The five dysfunctions
The document discusses The Five Dysfunctions of a Team model by Patrick Lencioni. It outlines the five dysfunctions that prevent teams from being effective: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It encourages assessing teams using various methods to identify strengths and areas for improvement in overcoming these dysfunctions, particularly building vulnerability-based trust.
Costly Conversations: Why Employee Communication is Breaking Your Bottom LineVitalSmarts
VitalSmarts' latest research shows that every crucial conversation your employees avoid holding or don’t hold well costs your organization $1,000 and an 8-hour workday! And exactly what conversations do employees struggle with the most?
The study shows 71% fail to speak up effectively when a peer does not pull his or her weight; 68% fail to address instances of disrespect; and 57% let peers slide when they skirt important workplace processes. Instead of speaking up, people report engaging in resource-sapping avoidance tactics including complaining to others, doing unnecessary work and ruminating about the problem.
On the other hand, when your employees have the skills to speak up, projects, relationships, and the bottom-line improve.
Danielle MacInnis is an experienced facilitator who runs teaming workshops. She draws on her experience in various roles to keep discussions focused on team goals and address unproductive behaviors. Common reasons teams fail include personal agendas taking priority over team effort and a lack of shared vision. Her workshops explore the five dysfunctions of a team according to Patrick Lencioni: lack of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. Activities are used to build trust and address each dysfunction.
The document discusses different human resources management situations that a manager may face, including employees struggling to work together, complaints about leadership, unfulfilled promises from peers, relationship issues with a supervisee, and disconnect between upper management and front-line staff. It then asks which type of support would be most helpful in dealing with these situations: a mentor, a peer to ask questions, or having someone with more experience directly address the problem. The document provides questions to consider when facing difficult situations at work.
To succeed in this class, students must complete all assignments on time with effort, attend class to earn participation points and engage in discussions, join an active club to earn additional points, and focus on class when present. The grading breakdown includes attendance/participation at 30%, homework at 30%, quizzes at 10%, tests at 30%, and an active club at 10%.
The document outlines the five dysfunctions of a team according to Patrick Lencioni: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides suggestions for addressing each dysfunction and the role of the leader in fostering trust, encouraging productive conflict, ensuring commitment and buy-in to decisions, holding team members accountable, and focusing on results. High-functioning teams are characterized by trusting one another, engaging in unfiltered debates of ideas, committing to and following through on decisions, holding one another accountable, and prioritizing achievement of shared goals.
There are several essential skills required to be an effective communicator. These skills give you the edge when dealing with a powerful person in a conflict situation. This session considers both verbal and non-verbal communication behaviours and skills and how they can be applied when interacting with others.
Team maturity - How to cultivate a team mentalityDeon Meyer
This is based on the book 5 Dysfunctions of a team by Patrick Lencioni. It's target audience is any person that fills a leadership role, be it on an executive level or not.
Mistakes Leaders Make and How to Avoid ThemPaul Casey
This document discusses common leadership mistakes and how to avoid them. It identifies six main mistakes: 1) Not celebrating people, 2) Going it alone and being disconnected, 3) Not having growth plans, 4) Poor time management, 5) Going to extremes in leadership style, and 6) Letting bad attitudes prevail. For each mistake, it provides strategies and recommendations for effective leadership, such as affirming and praising employees, delegating tasks, setting shared visions and goals, prioritizing tasks, finding the right leadership style, and not tolerating bad attitudes. The overall message is that effective leaders celebrate their people, connect with others, plan for growth, manage time well, adapt their style appropriately, and promote positive attitudes
Institute of Design: Teaming Workshop By Chris BernardChris Bernard
This are slides for a Teaming Presentation and One Day workshop that I've taught at the Institute of Design on three occasions. I've included the slides in .PPT format which you may reference with proper accreditation. Note I've pulled some content and provided links to it to respect copyrights. Want me to conduct this workshop for you? Hire me! Email bernard@id.iit.edu for more information.
Groups can provide advantages like bringing together many viewpoints, allowing challenges to ideas before implementation, and creating greater commitment to decisions. However, groups also have disadvantages such as being time-consuming and potential for groupthink or social loafing. The document discusses different types of groups and stages of group operations including forming, storming, norming, performing, and adjourning. It provides guidance on group roles, leadership, decision making, and dealing with conflict or difficult members.
Presentation created for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
Presentation created for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
The document discusses motivation towards effective teamwork in public health. It defines a team and explains that teams allow complementary skills to have greater impact through coordinated efforts. It also identifies several factors that promote or hinder good working relationships. The document emphasizes that developing effective teamwork is a gradual process requiring time and skills. It outlines seven steps to develop an effective team, including building the team, engaging them in work, ensuring clear roles and tasks, developing the team/organization, fostering innovation, managing performance, and applying management theory.
The document discusses motivation towards teamwork. It defines a team as a group that interacts to achieve a common goal. Effective teams skillfully combine individual talents with a positive spirit. The multi-disciplinary nature of many problems requires a team approach to have greater impact. Teamwork can serve to lighten workloads, reduce duplication, and produce results greater than individual efforts. Developing effective teamwork is a gradual process that requires time and skills like building the team, engaging the team through work, and ensuring clarity of roles and tasks.
This document outlines a training course on presenting and facilitating run by Dr Tim Baker. The course consists of 6 units covering topics such as presenting dos and don'ts, influencing to gain buy-in, building relationships, engaging online, and effective use of PowerPoint. Unit 4 focuses specifically on PowerPoint dos and don'ts, recommending using more images than text, one point per slide, no bullet points, and keeping designs simple. The document schedules presentations for participants on various dates and instructs them to prepare and deliver a 5-minute presentation incorporating lessons from the course.
Engage in meaningful dialogue and discover strategies to develop teamwork, collaboration, and shared decision-making processes. Strengthen relationships and build collaborative leadership skills within your group to promote a shared vision, understanding, and inclusion.
The document summarizes Patrick Lencioni's model of the five dysfunctions of a team which are: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides a brief description of each dysfunction and suggests using a questionnaire to help teams evaluate their susceptibility to these dysfunctions. It also includes a quote highlighting the importance of teamwork as a competitive advantage.
This document outlines the contents of a training course on managing team conflict and negotiations. The course contains 6 units that cover characteristics of high performing teams, stages of team development, tools for leading teams, roles in teams, managing team conflict and negotiations, and developing team culture. Unit 5 focuses on managing team conflict and negotiations, identifying 5 styles of dealing with conflict - competing, accommodating, avoiding, collaborating, and compromising - and providing examples of when each style would be most appropriate. The document concludes with sample conflict situations and key messages around being flexible, not overusing one style, and practicing using all five conflict styles.
The document outlines an agenda and activities for a group meeting focused on establishing effectiveness. It includes introductions, establishing ground rules, and using a Group Effectiveness Model to identify what is working and not working for the group. The model examines the group's context, structure, and processes to build a foundation for effectiveness and determine areas of focus.
This document provides lessons learned from effective management courses. Some key points include building trust with employees, focusing on success over activities, being aware of communication styles which vary based on communication method, and creating self-managed teams with shared responsibility and measurement of success. Customizing the approach for each employee based on their individual needs is also emphasized.
The document outlines Patrick Lencioni's model of the five dysfunctions of a team:
1. Absence of trust - when team members are unwilling to be vulnerable within the team and show their weaknesses.
2. Fear of conflict - when team members avoid constructive tension and avoid difficult conversations that could lead to better solutions.
3. Lack of commitment - when team members do not buy into and support decisions made by the group.
4. Avoidance of accountability - when the team avoids holding its members accountable for their performance and behaviors.
5. Inattention to results - when the team focuses on internal issues rather than goals and achievements that benefit the customer. The five dysfunctions
The document discusses The Five Dysfunctions of a Team model by Patrick Lencioni. It outlines the five dysfunctions that prevent teams from being effective: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It encourages assessing teams using various methods to identify strengths and areas for improvement in overcoming these dysfunctions, particularly building vulnerability-based trust.
Costly Conversations: Why Employee Communication is Breaking Your Bottom LineVitalSmarts
VitalSmarts' latest research shows that every crucial conversation your employees avoid holding or don’t hold well costs your organization $1,000 and an 8-hour workday! And exactly what conversations do employees struggle with the most?
The study shows 71% fail to speak up effectively when a peer does not pull his or her weight; 68% fail to address instances of disrespect; and 57% let peers slide when they skirt important workplace processes. Instead of speaking up, people report engaging in resource-sapping avoidance tactics including complaining to others, doing unnecessary work and ruminating about the problem.
On the other hand, when your employees have the skills to speak up, projects, relationships, and the bottom-line improve.
Danielle MacInnis is an experienced facilitator who runs teaming workshops. She draws on her experience in various roles to keep discussions focused on team goals and address unproductive behaviors. Common reasons teams fail include personal agendas taking priority over team effort and a lack of shared vision. Her workshops explore the five dysfunctions of a team according to Patrick Lencioni: lack of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. Activities are used to build trust and address each dysfunction.
The document discusses different human resources management situations that a manager may face, including employees struggling to work together, complaints about leadership, unfulfilled promises from peers, relationship issues with a supervisee, and disconnect between upper management and front-line staff. It then asks which type of support would be most helpful in dealing with these situations: a mentor, a peer to ask questions, or having someone with more experience directly address the problem. The document provides questions to consider when facing difficult situations at work.
To succeed in this class, students must complete all assignments on time with effort, attend class to earn participation points and engage in discussions, join an active club to earn additional points, and focus on class when present. The grading breakdown includes attendance/participation at 30%, homework at 30%, quizzes at 10%, tests at 30%, and an active club at 10%.
The document outlines the five dysfunctions of a team according to Patrick Lencioni: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides suggestions for addressing each dysfunction and the role of the leader in fostering trust, encouraging productive conflict, ensuring commitment and buy-in to decisions, holding team members accountable, and focusing on results. High-functioning teams are characterized by trusting one another, engaging in unfiltered debates of ideas, committing to and following through on decisions, holding one another accountable, and prioritizing achievement of shared goals.
There are several essential skills required to be an effective communicator. These skills give you the edge when dealing with a powerful person in a conflict situation. This session considers both verbal and non-verbal communication behaviours and skills and how they can be applied when interacting with others.
Team maturity - How to cultivate a team mentalityDeon Meyer
This is based on the book 5 Dysfunctions of a team by Patrick Lencioni. It's target audience is any person that fills a leadership role, be it on an executive level or not.
Mistakes Leaders Make and How to Avoid ThemPaul Casey
This document discusses common leadership mistakes and how to avoid them. It identifies six main mistakes: 1) Not celebrating people, 2) Going it alone and being disconnected, 3) Not having growth plans, 4) Poor time management, 5) Going to extremes in leadership style, and 6) Letting bad attitudes prevail. For each mistake, it provides strategies and recommendations for effective leadership, such as affirming and praising employees, delegating tasks, setting shared visions and goals, prioritizing tasks, finding the right leadership style, and not tolerating bad attitudes. The overall message is that effective leaders celebrate their people, connect with others, plan for growth, manage time well, adapt their style appropriately, and promote positive attitudes
Institute of Design: Teaming Workshop By Chris BernardChris Bernard
This are slides for a Teaming Presentation and One Day workshop that I've taught at the Institute of Design on three occasions. I've included the slides in .PPT format which you may reference with proper accreditation. Note I've pulled some content and provided links to it to respect copyrights. Want me to conduct this workshop for you? Hire me! Email bernard@id.iit.edu for more information.
Groups can provide advantages like bringing together many viewpoints, allowing challenges to ideas before implementation, and creating greater commitment to decisions. However, groups also have disadvantages such as being time-consuming and potential for groupthink or social loafing. The document discusses different types of groups and stages of group operations including forming, storming, norming, performing, and adjourning. It provides guidance on group roles, leadership, decision making, and dealing with conflict or difficult members.
Presentation created for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
Presentation created for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
The document discusses motivation towards effective teamwork in public health. It defines a team and explains that teams allow complementary skills to have greater impact through coordinated efforts. It also identifies several factors that promote or hinder good working relationships. The document emphasizes that developing effective teamwork is a gradual process requiring time and skills. It outlines seven steps to develop an effective team, including building the team, engaging them in work, ensuring clear roles and tasks, developing the team/organization, fostering innovation, managing performance, and applying management theory.
The document discusses motivation towards teamwork. It defines a team as a group that interacts to achieve a common goal. Effective teams skillfully combine individual talents with a positive spirit. The multi-disciplinary nature of many problems requires a team approach to have greater impact. Teamwork can serve to lighten workloads, reduce duplication, and produce results greater than individual efforts. Developing effective teamwork is a gradual process that requires time and skills like building the team, engaging the team through work, and ensuring clarity of roles and tasks.
This document discusses teamwork and how it differs from working in a group. It defines a team as having interdependent members working toward shared goals through mutual support and understanding their roles. Teams foster collaboration, trust, and equal participation in decision making. The document also outlines the typical stages a team goes through in forming, storming, norming, and performing effectively. It provides tips for dealing with challenges that may arise and emphasizes the importance of appreciation, respect, trust, and openness among team members.
The document discusses the importance of teamwork in achieving goals and addresses complex problems. It defines what a team is and identifies factors that promote and hinder effective teamwork. The document also outlines several steps in developing an effective team, including building the team, engaging members in work, ensuring clear roles and tasks, and fostering innovation and creativity.
The document describes a group activity where astronauts have landed on the moon but are lost. They must prioritize 11 survival items as a group. It discusses the activity process and observers' roles. It then covers group dynamics concepts like stages of group formation, characteristics of effective groups, and teacher strategies for managing student groups. Key points are forming shared goals, developing trust and openness, participative leadership, and ensuring equal participation to maintain positive group dynamics.
Team Building _ An abstract concept that represents a set of valuesDr. Kazi Golam Faruk
Team building is the process of establishing collaboration and trust among team members. It involves forming a team to accomplish shared goals, then progressing through stages of storming as challenges arise, norming as roles and processes are established, and ultimately high performance. Key aspects of team building include defining roles and objectives, managing conflicts constructively, and involving all members through activities that showcase cooperation and trust. The document provides guidance on team dynamics, successful team recipes, and interactive exercises to strengthen understanding and teamwork.
This document discusses group dynamics and effective group performance. It begins by outlining objectives of understanding social processes that impact group development and performance, and acquiring skills to improve individual and group performance. It then discusses reasons for group formation, types of groups, optimal group sizes, and how group structure and diversity impact effectiveness. Several models of group development are presented, including stages of forming, storming, norming, performing, and adjourning. Factors that influence cohesiveness and decision-making are also examined. The document concludes with characteristics of effective teams and groups.
The document discusses teams and teamwork. It defines what makes a collection of people a true team, including having a common purpose and supporting each other. Effective team leadership is participatory rather than autocratic. Developing a good team requires clear goals, the right leadership style, defining roles and skills, and an open and honest atmosphere. High-performing teams share responsibility, focus their energy on common purposes, and are greater than the sum of their individual parts.
The document discusses strategies for developing champion teams, including establishing clear goals and responsibilities, providing recognition, and fostering regular communication. It outlines both challenges that can arise in teams, such as independent workers preferring to work alone, and advantages of teams, including generating new ideas. The document provides tips for team leaders to motivate their group, such as using delegating tasks, providing feedback, and facilitating discussions to resolve conflicts.
1) Effective teams require participation from all members, clear goals and roles, and open communication. Without these, teams can experience lack of participation, organization, and trust.
2) Teams need structure like defined goals, roles, and methods. Without this, members do not know their responsibilities and the team cannot work together efficiently.
3) Teams should choose a leader to provide direction and accountability. Without a leader, teams lack focus and can be unsuccessful.
The document discusses key aspects of small group communication. It defines a group as a collection of usually 3-9 interdependent members working toward a common goal. Characteristics of effective groups include clear purpose, participation, listening skills, and assessing their own function. Group decision making has advantages like diverse ideas but also disadvantages like some members dominating. The document outlines methods of decision making, styles of leadership, and strategies for resolving conflicts constructively.
This document outlines objectives and content for a lesson on group decision making. The objectives include differentiating between individual and group decision making, explaining the group decision making process, discussing effective group leaders, and listing advantages and disadvantages of group decisions. The content outline covers defining groups and decisions, comparing individual and group processes, group formation stages, characteristics of effective groups and leaders, and approaches to group decisions like consensus, negotiation and voting. It also addresses conditions that can foster groupthink and how to avoid it.
This document discusses team building and effective teams. It defines a team as a group of people working towards a common purpose. Team building aims to help teams become cohesive units where members trust, support and respect each other. Key attributes of effective teams include trust, commitment, competence and communication. The goals of team building are to improve coordination, flexibility, productivity and performance. Team building processes include forming, storming, norming, performing and adjourning phases as the team develops.
Groups can be formal, defined by an organization's structure, or informal, neither formally structured nor determined by an organization. Norms and status influence individual behavior within groups. Group size and cohesiveness impact productivity, with smaller groups completing tasks faster but larger groups better at problem-solving. Group decision making has strengths like increased information but also weaknesses like conformity pressures.
E:\Class Iii Nr 418 Dynamics Of Teams1209psharpnack
Groups and teams are collections of people working toward a common goal. Groups are generally broader while teams have more defined roles and objectives. Effective teams require contributions from all members, shared goals and accountability, and a variety of skills and personalities. Teams progress through forming, storming, norming, performing, and adjourning stages. Leaders can adopt different styles like autocratic, consultative, delegative, or consensus-based approaches. Building effective teams relies on factors such as clear communication, addressing issues directly, valuing all members, and recognizing accomplishments.
This document provides guidance on persuasive public speaking. It discusses the components of an effective persuasive speech, including establishing ethos (credibility) through competence, wisdom, and character; using logical arguments (logos) with a clear purpose, credible sources, and absence of false facts; and appealing to emotions (pathos) by addressing things like needs, fears, and sympathies. It also offers tips on how to structure an argument, consider your audience, and sell your point of view through techniques like the elaboration likelihood model and Monroe's motivated sequence.
This document provides guidance on developing an effective informative public speaking presentation. It advises that an informative speech should explain, summarize, contrast, or describe a central topic and develop this idea. The speaker should choose an ethical topic they can defend and present all major perspectives on an issue. Thorough research should be conducted to objectively and responsibly discuss the topic without omitting or distorting relevant information. The purpose of informing the audience should be kept in mind.
This document provides guidance on structuring an effective public speaking presentation. It discusses including an attention-getting introduction with orienting material and a central idea. The body can be organized spatially, chronologically, topically, causally, through comparison/contrast, or with a problem-solution structure. Transitions are important to summarize previous points and forecast upcoming ones. The conclusion should summarize major points and include a memorable clincher tied back to the introduction.
Public speakers should develop messages using a variety of credible information sources like books, journals, and government publications. They should incorporate supporting materials like statistics, stories, and testimony to strengthen arguments. Visual aids can help explain key points but should not replace the speaker. Outlines are due for the next class.
This document provides guidance on developing an effective public speaking message by considering the audience and structure of the presentation. It recommends crafting a talk that is understandable, conversational, and cohesive by using clear transitions between ideas. The document also suggests taking an extemporaneous approach using notes rather than memorizing or improvising. It outlines seven steps for planning a topic, central idea, organization, and introduction and conclusion. Speakers are advised to always consider their audience, setting, purpose, and ethics when developing their message. Detailed audience analysis is important to determine demographics, values, and what information most interests or concerns them. Presentations should be tailored based on whether the goal is to inform or persuade the audience.
This document provides guidance on developing an effective public speaking message by considering the audience and structure of the presentation. It recommends crafting a talk that is understandable, conversational, and cohesive by using clear signposts and transitions. The document also suggests taking an extemporaneous approach using notes rather than improvising or memorizing, and including research-backed examples. It outlines a 7-step process for selecting a topic, forming the central idea and goal, organizing the body, and preparing the introduction and conclusion. The speaker is advised to analyze the audience demographics, psychographics, and context to tailor the topic, language, central idea, and arguments appropriately for an informative or persuasive talk.
This document discusses interpersonal skills and relationships. It covers Knapp's models of relationship escalation and termination. It also discusses conflict in relationships, including what causes conflict and individual and formal approaches to dealing with conflict such as principles of negotiation, negotiation techniques, arbitration, litigation and mediation.
The document provides guidance on conducting an effective interview with three key parts: opening, body, and closing. The opening introduces the interviewer, purpose, and issue. The body consists of different types of questions to ask such as direct, open-ended, closed-ended, and probes. The closing summarizes key points and allows the interviewee to ask questions. Effective interviewees answer questions clearly and concisely, ask for clarification, and turn negative questions positive.
Intrapersonal communication refers to inner dialogue and automatic nonverbal actions that shape our attitudes and behaviors from a young age. How we process information is influenced by our values, beliefs, and self-concept, including our physical, moral, family, and social identities. Understanding our needs, drives, and self-perceptions helps us manage cognitive dissonance and find self-fulfillment through appropriate self-disclosure and understanding how others perceive us.
The document discusses the importance of listening and the listening process. It explains that listening involves reception of auditory and visual stimuli, attention and perception to focus on one stimulus, and assigning meaning by organizing stimuli into categories. The listening process also includes response, which can be an intellectual, emotional or behavioral reaction. Various factors can influence listening such as the speaker, message, channel, external variables, memory and time. The different purposes of listening are also outlined.
The document discusses nonverbal communication. It states that 65% of communication is nonverbal and describes three characteristics of nonverbal communication: it is sensitive to relationships, meaning depends on context, and it is part of and not separate from verbal communication. It also lists and briefly describes several categories of nonverbal communication, including kinesics, proxemics, paravocalics, and others.
This document discusses different theories about how language is learned and used. It examines whether language creates meaning or meaning creates language. It also explores how language can be distorted through ambiguity, vagueness, inferences and assumptions. Additionally, it outlines several theories of language development, including how language explosion occurs through interactions with parents, school, peers and friends over time and how individuals develop identity in relation to others through language.
Presentation created for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
This document outlines the agenda for the first day of a COMM107 class, including an introduction from the instructor, going over the syllabus, signing up for the SONA system, introducing themselves to the class, preparing note cards for impromptu speeches, signing up to blog about a guest speaker or the State of the Union address, and watching a YouTube video.
Presentation created for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
This document contains links to 10 different TED Talks videos that discuss a variety of topics including keeping personal goals private, weekday vegetarianism, photos that changed the world, how to start a movement, navigating the future, bringing laptops to Colombia, the changing news media landscape, genes versus lifestyle, listening to Twitter users, and antisocial phone tricks. However, without viewing the actual videos, it is difficult to provide a concise high-level summary of the essential information within each individual talk.
Presentation created for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
Presentation created for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
Presentation created by Andi Narvaez for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
Presentation created by Andi Narvaez for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
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