Communicating in work teams (Lesson 3)

A team is a group of individuals who depend on each other and work to achieve a common goal. Teams are often superior to individuals as they are more creative, have more information and more interpersonal communication dynamics. A team's contribution often exceeds the sum of the individuals contribution in a business environment. However there is a danger of teams wasting time through 'social loafing' or avoiding individual responsibilities on the pretext that someone else in the group will do it.
Variables of group communication: Conflict, conformity and consensus are the three variables of group dynamics.
Conflict is generally misunderstood as a deterrent and counterproductive in group behaviour. However, conflict is an essential part of team dynamics and call resolve issues through debates and testing of ideas before they are implemented. Every one's point of view is to be heard before consensus is reached. If the group does not exhibit conflict there is very little use for them to be together, they may as well achieve individually.
Conformity is agreement with regard to rules, ideas and principles. Members can disagree on issues but there has to be conformity on fundamental principles as to how the group should operate. Though cohesiveness and conformity are a must for group dynamics, too much of stress on unity can result in what is called Groupthink which is a communication barrier resulting in the stifling of ideas and opposing points of view which enrich the body of information that the group produces. The pressure to unite may become so great that negative information is not discussed and questioned. Thus the group loses perspectives arising out of conflict. Conflict therefore is a pre-requisite to collaboration.
Consensus means reaching a solution acceptable to all in the group, that which best reflects the thinking of all the members. Consensus should be supported by all members. Consensus is not a majority vote or even a unanimous vote it is the collective thinking of the group. Productivity of the group is the highest at the point where conformity peaks and falls as the Groupthink increases.
Feedback: Giving feedback is essential to any group process. When giving feedback some points are to be noted: (a) It should always be constructive (b) Give both positive and negative feedback. People assume that feedback is given only when problems arise. This is not true. Positive feedback helps inspire and encourage team performance. In learning how to give feedback note these two aspects:

• Be descriptive. Relate objectively what you saw and heard. More recent the better and be specific.
• Avoid using labels. Words like undependable, unprofessional, irresponsible are labels we attach to behaviours. Drop the label and describe the behaviour itself. Whenever feedback is given pause for the receiver to respond. Let there be a discussion rather than a discourse.
• Don't exaggerate. Don't say things like you are "always" late for meetings. This maybe untrue and unfair.
• Speak for yourself. Don't speak for anyone else and don't refer to absent persons.
• Use "I" statements. Instead of saying " You are late for meetings"; say -- " I get annoyed when you are late". "I" statements create an adult-peer relationship.

To minimise conflict in a group that is not productive. The group has to mingle before the meeting and members should get to know each other personally so that they can support each other's point of view objectively and oppose without fear. Consider each problem as a group problem -don't make a scapegoat of one member. For eg: " We would be done with meeting if Rekha had finished her task in time". Rarely is a single member responsible for the failure of a group process. As every role is a function of the individual personality and the group personality, thinking in terms of the group is a must for resolution of conflict. While making comments be realistic and goal-oriented, factual and constructive. When the atmosphere becomes tense diffuse the tension with a light-hearted comment or a joke. Restore harmony in a fighting group as soon as possible. Discussing is not the same as arguing.

There is an ethical dimension to accepting membership to a team. The team's needs, aspirations, goals and gain are put before personal gain. The attitude should be-- "I don't care who gets the credit as long as we achieve our team goal together". Finally each member has the duty to promote the team's welfare. "One for all and all for one" is the motto. However this varies much in different cultures. In the USA and Canada individual achievements are put before group achievements. This sometimes creates competition and bickering. In Japan however " a standing nail is hammered down". Meaning group consensus is a must for all action. Japanese insist that a majority consensus is not enough. Every member of the group HAS to agree before action is initiated. This takes time and effort.

Finally there are 4 strategies for communicating effectively in a group:

1. Maintain formality
2. Show respect
3. Communicate clearly (avoid slang, jargon)
4. Value diversity

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