EKA048202310332. Collaboration, Interpersonal, Communication, and Business Etiquette

Collaboration,
Interpersonal
Communication, and
Business Etiquette
DINA AMALIA M
01.
Communicating
Effectively in Teams
Communicating Effectively in Teams
Collaboration
Working together to solve complex

problems, is an essential skill for workers in
nearly every profession.
Communicating Effectively in Teams
TEAMS
A unit of two or more people who work

toward a shared goal and, unlike other
work groups, depend on one another to
achieve that goal
01 Committee
A permanent team established to address recurring issues, such as
corporate governance or workplace safety
TYPES OF
02 Problem-solving
Team assembled to analyze a problem or issue, recommend a
solution and, in some cases, implement the solution; sometimes
referred to as a task force
TEAMS
03 Project
Team assembled to complete a specific project, such as a new
product launch or installation of a new computer system
04
Creative
A Team that combines the efforts of various creative
professionals and may work on a series of projects together
05
Cross-functional
Pulls together people from across multiple departments or
functional areas; the best way to tackle companywide issues or
opportunities but can be challenging to manage
ADVANTAGES OF TEAMS
01 02 03
More info & knowledge Learning opportunities Boldness

By pooling the experience of Teams that bring together people People who might hesitate to
multiple individuals, a team has with various work specialties take calculated risks on their own
access to more information and give members the chance to learn can be more willing to make bold
experience from each other moves as part of the team
ADVANTAGES OF TEAMS
04 05 06
broader range of
Accountability Trust building
viewpoints
Participating in teams creates a Working closely in teams helps Diverse teams can bring a variety
built-in sense of accountability to people develop trust in their of perspectives that improve
others colleagues. decision-making
ADVANTAGES OF TEAMS
07 08 09
Buy-in for solutions Improved performance A sense of community

Being on a team helps individuals
Those who participate in making
Effective teams can be better share in the celebration of
a decision are more likely to
than top-performing individuals successes and provides emotional
support it and encourage others
at solving complex problems support during challenging
to accept it.
periods
POTENTIALS DISADVANTAGES OF TEAMS
Groupthink Cost
Occurs when peer pressure causes individual team Aligning schedules, arranging meetings, and
members to withhold contrary opinions and to go coordinating individual parts of a project can eat up
along with decisions they don’t really believe in. a lot of time and money
Hidden agendas Overload

Some team members may have a private,
counterproductive motives, such as a desire to take Some companies have embraced collaborative
control of the group, to undermine someone else work approaches to such an extent that they are
on the team, or to pursue an incompatible goal. overloading employees with team assignments
The characteristics of effective teams include a shared
purpose, a belief in the team’s efforts, positive behavioral
norms, and open and honest communication.
AN EFFECTIVE TEAMS
Group dynamics
● The interactions and processes that take place
in a team
● Productive teams tend to develop clear

norms, informal standards of conduct that
members share and that guide member
behavior.
● Group dynamics and norms are influenced by

the roles team members assume and how the
team evolves as it gets up to speed
Group dynamics
team roles
Whatever functional skills they bring,

members of a team can play a variety of
helpful roles to ensure harmonious,
productive work.
Group dynamics
Team-maintenance roles
Focus on the interpersonal and social aspects

of being on a team
Example:
1. Enforcing team norms,
2. ensuring that everyone’s voice is heard
3. encouraging participation,
4. compromising,
5. and mediating dispute
Group dynamics
Task-oriented roles
Focus on work quality and productivity,

getting the team’s work done on time and on
budget.
Example:
1. Providing technical expertise,
2. Suggesting new ideas
3. Integrating diverse ideas
4. Exploring options
5. Keeping the team on schedule
Stages of Team Development
( According to Dr. Bruce Tuckman)
Teams typically evolve

through several phases on
their way to becoming
productive
Conflict can arise for a variety of reasons, from
competition for resources to disagreements over goals or
work methods to personality differences
TEAM CONFLICTS
CONFLICTS
CONTRUCTIVE DESTRUCTIVE
If it forces important issues into the If it diverts energy from more important
open, increases the involvement of team issues, destroys the morale of teams or
members, and generates creative ideas individual team members, or polarizes or
for solving a problem divides the team
Steps to Resolve Team Conflict
• Decide if the conflict is worth addressing

If the conflict is minor or will disappear on its own.
• Examine your own beliefs and behaviors

Examine your own stance before taking any action. You might be contributing to the conflict in ways you hadn’t
considered.
• Identify where the conflict truly originates

Conflicts aren’t always about what they appear to be about.
Example: team members might be arguing about work methods when their real conflict is deeper. They could have
different cultural priorities.
• Establish common ground

Figure out what everyone does agree on, and then use that foundation to build a solution.
Example: if people disagree about the team’s goals, dig deeper and find out if they agree about the company’s overall
goals and strategies.
• Choose a strategy for resolving the differences

Four choices for resolving conflict:
○ Avoidance
Avoidance doesn’t solve the underlying conflict but it can be the most efficient solution in some cases. such as not assigning
people who don’t get along to the same tasks
○ Accommodation or Sacrifice
If two people disagree about some approachs, one might decide to accept and support the other’s approach
○ Compromise
Both sides giving up something. Balanced compromise is one of the hallmarks of successful teams
○ Collaboration
Both sides can choose to collaborate on a new solution that satisfies everyone’s needs and expectations—a win-win strategy
02.
Collaborating on
Communication
Efforts
Full Collaboration
● Working together from planning the message to final production.

● This sort of partnership can bring together a diverse range of talents, insights, and experiences.
● Composing as a group isn’t always productive because writing is a highly individualized activity that
requires thought and reflection, and most ideas can be expressed effectively in more than one way.
● Divide the writing tasks, make sure you have a clear and complete outline first.
Working together from planning the message to final
production. This sort of partnership can bring together a
diverse range of talents, insights, and experiences.
Full Collaboration
success with collaborative communication projects
01 02 03
Map out how the work will be Take advantage of each person’s
Agree on the goals first
done strongest skills
04 05
Establish frequent checkpoints Accept different writing styles

TECHNOLOGIES FOR COLLABORATIVE COMMUNICATION
Collaboration Systems
Many of these rely on cloud computing, which

means that the primary software and work files
reside on the internet, making it easier for everyone
on the team to gain access to the files.
Some of the major types of collaboration platforms:

● Content management systems (CMS)
● Shared online workspaces
● Social networks
● Workgroup messaging systems
● Private networks
TECHNOLOGIES FOR COLLABORATIVE COMMUNICATION
Collaboration via Mobile Devices
An important aspect of mobile collaboration and

mobile communication in general is unified
communication, which integrates such capabilities as
voice and video calling, voice and video
conferencing, instant messaging, and real-time
collaboration software into a single system.
03.
Making Your
Meetings More
Productive
PREPARING FOR MEETINGS
Define the Meeting’s Purpose Choose the Venue and the Time
A good way to define the purpose of a meeting is Optimize the seating to support the specific needs
to visualize the best possible outcome. of each meeting
Select Participants for the Meeting Set the Agenda

A good agenda identifies: (1) What needs to
Keep meeting attendance as small as possible to happen in the meeting; (2) Which issues are most
ensure productive use of everyone’s time important to discuss; (3) What information is
required to discuss them
LEADING AND CONTRIBUTING TO EFFICIENT MEETINGS
Keep the discussion on track Encourage and moderate participation

Effective meeting leaders need to accommodate
Good leaders occasionally need to guide, mediate,
to making sure that people who may not feel
probe, stimulate, summarize, and redirect
comfortable speaking up or who have been
discussions that have gotten off track
interrupted by more assertive participants have
the chance to be heard
Follow agreed-on rules Participate actively

Formal meetings sometimes use parliamentary
Speak up if you have something useful to say, but
procedure, time-tested method for planning and
don’t talk or ask questions just to demonstrate
running effective meetings.
LEADING AND CONTRIBUTING TO EFFICIENT MEETINGS
Don’t interrupt Close effectively

Meetings can be dominated by the most Summarize the general conclusion of the
aggressive participants, but the loudest people discussion and any actions to be taken. Make sure
don’t necessarily have the best ideas all participants understand and agree on the
outcome
Use mobile devices respectfully

Using mobile devices for taking notes during a
meeting or presentation is becoming common, but
make sure it is accepted practice in your company
before you do so
PUTTING MEETING RESULTS TO PRODUCTIVE USE
Distribute meeting
minutes to participants
and other interested
parties
Minutes are written Make sure task

summaries of important assignments are clearly
information presented communicated.
and the decisions made in
meetings.
STUDY BREAK
1. Share your conflict experience and how you resovle it
2. If a team doesn’t “storm” when it starts working, is this necessarily cause for concern? Why or why
not?
3. You supervise a positive and enthusiastic new team leader who has sent an email to one of her team
members and has copied you in it. The message is very short, has a demanding tone, and requires the
completion of a rather complex piece of work within a very short deadline. You think the deadline will
be very difficult to achieve, and knowing the recipient of message, you expect that the request might
cause a very negative reaction, resulting in conflict within the team. Outline a course of action you
could take to minimize a negative response and summarize appropriate developmental feedback for the
new team leader.
To be continued….

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Collaboration,

Working together to solve complex

A unit of two or more people who work

More info & knowledge Learning opportunities Boldness

Buy-in for solutions Improved performance A sense of community

Hidden agendas Overload

● Productive teams tend to develop clear

● Group dynamics and norms are influenced by

Whatever functional skills they bring,

Focus on the interpersonal and social aspects

Focus on work quality and productivity,

Teams typically evolve

• Decide if the conflict is worth addressing

• Examine your own beliefs and behaviors

• Identify where the conflict truly originates

• Establish common ground

• Choose a strategy for resolving the differences

● Working together from planning the message to final production.

Establish frequent checkpoints Accept different writing styles

Many of these rely on cloud computing, which

Some of the major types of collaboration platforms:

An important aspect of mobile collaboration and

Select Participants for the Meeting Set the Agenda

Keep the discussion on track Encourage and moderate participation

Follow agreed-on rules Participate actively

Don’t interrupt Close effectively

Use mobile devices respectfully

Minutes are written Make sure task

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