团队建设-一步步讲解如何在团队中建立有效沟通与互动.ppt

团队建设-一步步讲解如何在团队中建立有效沟通与互动.ppt

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TEAMBUILDING,A.PrinciplesofEffectiveCommunication,Whatiscommunication?

Thetransferofintendedmeaning.,2.Whatiscommunicated?

IdeasOpinionsConceptsOrders,instructionsFeelings,A.PrinciplesofEffectiveCommunication,3.Methodsofcommunication.,VerbalWrittenBodyLanguageExample（actionorlackofaction）,4.CausesofCommunicationProblems,LackofeyecontactOne-waycommunicationonlyLackofmutualunderstandingofgoalsordesiredresultsDifferentframesofreferenceFeelings,A.PrinciplesofEffectiveCommunication,5.Defensivevs.SupportiveClimates.,Evaluation（judging）-implied（expression,speech,tone,etc.）Control-evokesresistance（perceptionofimpliedinadequacy）Superiority-indicatesunwillingnesstocooperateManipulation-causesfeelingsofresentment,DefensiveClimateFactors,Description-viewspeechasgenuinerequestforinformation.Problemorientation-showsinceredesiretocollaborateEmpathy-senderidentifieswithreceiversproblemsEquality-defensivenessreducedProvisionalism-sendercommunicateswillingnesstobeflexible,SupportiveClimateFactors,A.PrinciplesofEffectiveCommunication,6.TheWaytoEffectiveMessages,Thinkthroughwhatyouwanttosaybeforeyousayit.Simplifyyourmessage.Bespecific;dontbeataroundthebush.Trytobeasbriefaspossible.Dontassume.Reviewimportantpoints.,A.PrinciplesofEffectiveCommunication,Ineffective,“Yourerude”.,Effective,“Yourefinishingmysentencesforme.”.,“Juanita,dontyouthinkEdschickensortofremindsyouofsomethingfromTheFarSide.”,“Ed,Ivegotsomesecondthoughtsaboutyourbarbecuedchicken.”,“Howmanytimeshaveyoubeenlatethismonth?

”,“Istheresomethingpreventingyoufrombeingontime?

”,“Thatwillgetyouintotrouble.”,“Ifyoucontinuetocometoworklate,youllleavemenochoicebuttoputyouonprobation”,A.PrinciplesofEffectiveCommunication,7.EffectiveFeedbackTechniques,Feedbackissimplylettingthespeakerknowyouarelistening.Respondwithstatementsorquestionslike:

-“Youbelievethat.“-“Areyousayingthat.”（triggeringphrases,notjudgemental）-“Youreconcernedabout.”,-“Tellmemore.“-“Canyougivemeanexample?

.”-“Tellmeinyourownwords.”,Askquestions-How?

What?

Where?

Who?

When?

Why?

Feedbackisprobablythemostunder-usedyetmosthelpfulskillincommunication.,Use“dooropeners”toencouragespeaker.,A.PrinciplesofEffectiveCommunication,8.AvoidingVerbalTurnoffs,Certainresponsescomeacrossasrejectionofanotherpersonsthoughtsorfeelings.Speakermaybecomedefensive.,Preaching:

.“Youshouldtakemyadvice.”Judging:

.“Butyourewrong!

”Outdoing:

.“Youthinkyouhaditbad?

Blah,blah,blah.”Withdrawing:

.“Forgetit!

”Patronizing:

.“Youdontreallyfeelthatway.”,A.PrinciplesofEffectiveCommunication,8.AvoidingVerbalTurnoffs,KillerPhrasesthrowuproadblockstopotentialsolutions.Whensomeoneusesakillerphrase,thespeakercanonly:

-Fightback-andhowoftenisthatproductive?

-Ignoreit-butthedamageisdone.-Sitdownandshutup-andtheideadies.,KillerPhrases:

“Dontberidiculous!

”“Areyouthrough?

”“Wetriedthatbefore.”“Itwontwork.”“Wedontwanttobelockedintothatidea.”“Thereyougoagain.”,A.PrinciplesofEffectiveCommunication,9.KeystoEffectiveListening,TheBadListener,TheKey,TheGoodListener,Continuallyinterrupts.,StopTalking,Givesspeakerstimetosaywhattheyhavetosay.,Tunesoutifdeliveryispoor.,JudgeContentnotDelivery,Judgescontent,skipsoverdeliveryerrors.,Tendstoenterintoarguments.,HoldYourFire,Holdstemper,doesntjumptoconclusions.,Listensonlyforfacts.,ListenforIdeas,Listensforimportantthemes.,Influencedbywhospeakeris.,Reacttoideas,notspeaker.,Showslittleattention,orfakesit.,ShowInterest,Paysattentiontowhatspeakersays,notwhotheyare.,Activelylistenstounderstandratherthanonlytoreply.,Iseasilydistracted.,ResistDistractions,Avoidsdistraction,knowshowtoconcentrate.,Givesnofeedback.,AsksQuestions,Encouragesspeakertodeveloppointsfurther.,Reactstoemotionalwords.,Keepanopenmind,Knowsloadedwordsandphrases,butdoesnotgethunguponthem.,“Remember:

Youcantlistenifyouretalking.”,A.PrinciplesofEffectiveCommunication,10.BasicPrinciplesforHumanRelations,Createasupportiveclimateforallyourinterpersonalrelationships.-TakeconstructiveapproachAvoidpersonalattacksbytakingaproblem-orientedapproach.-ObjectivelyfocusonthesituationRespectandenhancetheself-esteemofothers.-NecessaryforcreatingasupportiveclimateSettheexamplebytakingconstructiveactionateveryopportunity.-Lookforimprovementopportunitiesandtakeaction.,A.PrinciplesofEffectiveCommunication,11.Communication,Essentialtoteamwork-haveaclearunderstandingofcommontargets.Besttoolsforbuildingcooperativerelationshipsbetweenemployees.Vitaltothesuccessofthecompany.,Examplesofeffectivecommunication:

Assistingtheteamleaderindevelopingstandardizedworkinstructions.Communicatingnecessaryinformationbetweenteammembers.Attendingandparticipatinginteammeetingstocontinuouslyimproveperformance.,A.PrinciplesofEffectiveCommunication,TeamBuildingPartAPracticeExercises,1.Whatiscommunication?

a.Thetransferofmeaning.,2.Whatiscommunicated?

（circle）YesorNoa.IdeasYesNob.OpinionsYesNoc.ConceptsYesNod.Order,InstructionsYesNoe.FeelingsYesNo,3.Youcancommunicatewithbodylanguage.（circle）TrueFalse,4.Youcancausecommunicationproblemswithlackofeyecontact.（circle）TrueFalse,5.Fillintheblanks:

isimpliedbyexpression,mannerofspeech,toneofvoice,orverbalcontact.evokesresistance.arousesfeelingsofinadequacy.makespeoplebecomeresentful.,intended,“Completeall10questions-thenwellcheckanswers.”,Evaluationorjudging,Control,Superiority,Manipulation,A.PrinciplesofEffectiveCommunication,TeamBuildingPartAPracticeExercises,6.Thelistenershouldnotviewspeechasagenuinerequestforinformation.（circle）TrueFalse,7.Feedbackisrespondingwithstatementsorquestions?

（circle）TrueFalse,8.Youareabadlistenerifyoutendtoenterintoarguments,showlittleattentionandgivenofeedback.（circle）TrueFalse,10.Fillintheblanks:

encouragethespeakertosaymoreaboutaproblem.,“Dooropeners”,9.Communicationisoftenviewedasatoolthatlinksindividualstotheteam,aswellasteammemberstotheteamleader.（circle）TrueFalse,B.GroupDynamicsandInteraction,1.AdvantagesoftheTeamConcept,Increasedawarenessofthecontributionandroleofeachmember.Greatercommitmenttotheteamtaskbecauseofincreasedparticipationandprideinteamaccomplishments.Increaseincooperativeattitudeamongmembers.Betterqualitydecisionsbecauseofincreasedmemberinput.Greatercommitmenttodecisionimplementation.Morecreativeproblemsolving.Improvedinterpersonalrelationshipsamongmembers.ImprovedcommunicationinalldirectionsIncreasedefficiencyinquantityandqualityofworkaccomplished.,B.GroupDynamicsandInteraction,2.PersonalSkillsforWorkingTogether,Keepanopenmindsoyoucangobeyondtheobvious.Pursuenewideas.Dontgiveupif,atfirst,itappearstheideawontwork.Treatideasequally.Donottrytoassignavaluetoalternativeswhentheyaresuggested.Lookforthemostinterestingaspectofeachidea.Ask“good”questions.Listenwithinterestandrespect.Ask:

“Howdoyouknow?

”,B.GroupDynamicsandInteraction,ConflictResolution,Dependingonhowitismanaged,conflictcanhaveapositiveornegativeeffectonateam.Disruptiveconflictcansloworcompletelystallproductiveteamwork.Understandingwhyconflictoccurscanhelpinbothavoidingitandindealingwithitwhenithappens.Usuallytheresultof:

-Alackofunderstandingoftheotherpersonsviewpoint.-Interpersonalresentmentbetweenindividuals.-Acompetitivewin/loseclimatebetweenindividualmembers.-Noconstructivemeansofchannelingitintodeliberations.,B.GroupDynamicsandInteraction,GuidelinesforResolvingConflict,Avoidpersonalattacksbytakingaproblem-orientedapproach.Describehowtheconflictisaffectingteamperformance.Scheduleajointmeetingbetweentheinvolvedparties.Alloweachpersontoobjectivelystatehisorherviewpoint.Encourageeachpersontorecognizethattheproblemneedsresolution.Alloweachpersontoprovideinputintopossiblesolutions.Getagreementonwhateachpersonwilldotoresolvetheconflict.,B.GroupDynamicsandInteraction,3.TuckmanModelofTeamLifeCycle,Teamgetsacquainted-Introductions-Sharedexperiences-PersonalInterests-Personalhistories,Forming,Teamdefinesthetask/goal-Outcomes-Explanationofgoals-Tasksneededtobedone-Resourcesandsupport-Timeslines-Frequencyofmeetings,Membersareflexible,agreeable,butuntrustingandcarefulaboutwhattheysay.Noproceduresforworkingtogether.,B.GroupDynamicsandInteraction,3.TuckmanModelofTeamLifeCycle,Teamexperiencesconflictabout:

-Teampurpose-Teamleadership-Taskassignments-Teamoperations,Storming,Stormingcharacteristics-Communicationbecomesmorehonest.-Disagreementsbecomemorefrequent.-Peopledifferentiatetheirpersonalneedsfromthoseoftheteam.-Moraledipsaspeoplebegintothinktheteamwillnever“getittogether.,B.GroupDynamicsandInteraction,3.TuckmanModelofTeamLifeCycle,Negativity-Continualcriticismofteamactivities.,FormsofStorming,Dissatisfaction-withanythingandeverything.Canleadtonegativityandotherproblems.,Hostility-Cantakeformofapersonbeingaggressive,argumentative,eventhreatening.,CrisisMode-Teamoperatingstylewhereanythingandeverythingisacrisis.Teammustcometogetherandhonestlyconfronttheissues.,ShootingDownIdeas-Commonactivity.Canbeasignofalltheotherforms.,Thankfully,stormingmodeistemporary.,B.GroupDynamicsandInteraction,3.TuckmanModelofTeamLifeCycle,Grouphasovercomedifferencesandagreedonhowitwilloperate