The document discusses best practices for communicating in groups and teams. It recommends including the right people in meetings by inviting those with relevant information and decision-making authority. It also stresses the importance of distributing an agenda, starting and ending meetings on time, appointing roles like note-takers, encouraging participation, addressing conflicts openly, and summarizing decisions. Effective team leaders set goals, facilitate discussions, maintain positive dynamics, and resolve conflicts constructively. Groups can make decisions by majority, consensus, authority, or averaging, with trade-offs to consider. Resolving conflicts respectfully and addressing underlying issues promotes better team communication overall.

1. Communicating in GroupsCommunicating in Groups
and Teamsand Teams

2. Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 2, Slide 2
Planning and ParticipatingPlanning and Participating
in Meetingsin Meetings
Before the meeting
• Invite the right people. Include . . .
those who have information.
those who can make decisions.
those who must implement decisions.
• Distribute an agenda.

3. Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 2, Slide 3
Planning and ParticipatingPlanning and Participating
in Meetingsin Meetings
During the Meeting
• Start on time and introduce the agenda.
• Appoint a secretary/NOTULIST and a
recorder.
• Encourage balanced participation.
• Confront conflict frankly.
• Summarize points of consensus along
the way.

4. Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 2, Slide 4
Planning and ParticipatingPlanning and Participating
in Meetingsin Meetings
Ending the Meeting and Following Up
• Review meeting decisions.
• Distribute minutes of meeting.
• Remind people of action items.

5. Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 2, Slide 5
Roles Played by TeamRoles Played by Team
LEADERLEADER
Task Roles
• Initiator
• Information seeker/giver
• Opinion seeker/giver
• Direction giver
• Summarizer
• Energizer

6. Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 2, Slide 6
Relationship Roles
• Participation encourager
• Harmonizer/tension reliever
• Evaluator of emotional climate
• Praise giver
• Empathic listener
What kinds of statements might be made
by these role LEADER?
Roles Played by TeamRoles Played by Team
LEADERLEADER

7. Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 2, Slide 7
Skills for Team LeadersSkills for Team Leaders
Task Relationships
• Goal setting
• Agenda making
• Clarifying
• Summarizing
• Verbalizing consensus
• Establishing work patterns
• Following procedures

8. Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 2, Slide 8
Skills for Team LeadersSkills for Team Leaders
Interpersonal Relationships
• Regulating participation
• Maintaining positive climate
• Maintaining mutual respect
• Instigating group self-analysis
• Resolving conflict
• Instigating conflict
Based on Cragan and Wright, Communication in Small Groups, 5e,
Wadsworth, 1999.

9. Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 2, Slide 9
Methods for ReachingMethods for Reaching
Group DecisionsGroup Decisions
• Majority
• Consensus
• Minority
• Averaging
• Authority rule with discussion
What are the advantages and disadvantages
of each method?

10. Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 2, Slide 10
JIKA ADA CONFLICT ?JIKA ADA CONFLICT ?

11. Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 2, Slide 11
Strategies for EffectiveStrategies for Effective
Conflict ResolutionConflict Resolution
1. When attacked, negotiate rather
than escalate.
• Separate the issue from the person.
• Act as if the other side does not want to harm you
personally.
2. Use the third person.
• Avoid “you” and “I” statements.
Not: You never come prepared, and I’m sick of it.
But: It’s hard to discuss this without all the facts.

12. Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 2, Slide 12
Strategies for EffectiveStrategies for Effective
Conflict ResolutionConflict Resolution
3. Work to maintain a calm tone of
voice.
• Stay away from provocative verbal emphasis.
Not: It’s HARD to discuss this without ALL the facts.
4. Practice compassionate, helpful
feedback.
• Focus on behaviors, not attitudes.
• Talk about things that can be changed.
Not: Stop being aggressive!
But: It would be easier to respond if you lowered your
voice.

13. Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 2, Slide 13
Strategies for EffectiveStrategies for Effective
Conflict ResolutionConflict Resolution
5. Avoid sending threatening signals.
• Don’t engage in sustained eye contact.
• Keep hand gestures to a minimum.
6. Don’t use “First Strike” language.
You always . . . or If you really . . . or Try to
understand . . .
7. When provoked, try a listening
check.
Calmly and respectfully restate both sides of the
argument.
Take time to walk around the topic–and cool off.

14. Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 2, Slide 14
Strategies for EffectiveStrategies for Effective
Conflict ResolutionConflict Resolution
8. Clear the air.
• If you’re on a team with someone who seems
consistently irritated with you, ask for a private
meeting.
• Solicit feedback; listen without interrupting and
with an open mind.
• Request permission to respond with equal
openness.

15. Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 2, Slide 15
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