COMMUNICATING IN

TEAMS
PRESENTATION BY:

JASPREET

MEGHA

TANU

ISHITA

AKANKSHA

MAYANK

PRABHAT
INTRODUCTION
 TEAM COMMUNICATION
 TYPES OF TEAMS
 TEAM COMMUNICATION BEHAVIOURS
 BARRIERS TO TEAM COMMUNICATION
 RESOLVING COMMUNICATION BARRIERS
 INFLUENCES ON TEAM EFFECTIVENESS
 EFFECTIVE TEAM WORKING
TEAM COMMUNICATION
• COMMUNICATION .
• TYPES OF
COMMUNICATION.
• EFFECTS OF
EFFECTIVE
COMMUNICATION.
• HOW TO
COMMUNICATE?
COMMUNICATION- a process
giving or receiving
information;
co-creating ideas and
plans;
discovering and
resolving points of
conflict
EFFECTIVE COMMUNICATION
• Word Choice
• Sentence Structure
• Clarity
• Think Before You Speak
• Listen
• Encourage Input from Others
• Tone Of Voice And Body Language
TYPES OF COMMUNICATION
• VERBAL  NON VERBAL
COMMUNICATION COMMUNICATION

 VOICE  FACIAL EXPRESSIONS

 WORDS  GESTURES &
POSTURES
 VOCAL
CHARACTERISTICS
HOW TO COMMUNICATE?
HAVE AN ACTUAL CONVERSATION
BE CLEAR & CONFIDENT
SHARE THE BIG PICTURE
EFFECTS OF EFFECTIVE COMMUNICATION
Better mutual understanding
Improved efficiency
Increased innovation
More shared learnings
Less frustration and stress
TEAM-Definition
GROUP: An assembly of
individuals who are together
due to common interest,
skill or characteristic .

TEAM: A special work group

whose members are joined
together in a united and
coordinated effort towards a
goal and whose work is
mutually dependent with
mutual accountability.
BENEFITS OF TEAMS
Less stress
Responsibility is shared
Sharing of ideas
· Increase
More creative ideas
Productivity
Less fear of failure
· Increased
Sense of accomplishment
Employee
Reward and recognition
Morale
· Reduced Cost
· Increased
Quality
· Decreased
TYPES OF TEAMS
PROBLEM SOLVING
TEAMS
FUNCTIONAL TEAMS
CROSS-FUNCTIONAL
TEAMS
SELF MANAGED
TEAMS
VIRTUAL TEAMS
PROBLEM SOLVING TEAMS
Problem-solving teams or task forces are formed when
a problem arises that cannot be solved within the
standard organizational structure.
 These teams are generally cross-functional; that is,
the membership comes from different areas of the
organization, and are charged with finding a solution
to the problem.
FUNCTIONAL TEAMS
They usually represent individuals who work together
daily on a cluster of ongoing & independent tasks.
These teams usually exist within functional
departments i. e. marketing ,production , finance ,
auditing , H.R. & the like.
CROSS-FUNCTIONAL TEAMS
Team may be permanent or temporary depending on
design and required activity, which is typically to focus on
implementing an organizational change effort or
improving a common process or system. 
 Team should have performance measure and be required
to have open communication and information sharing both
within the team and to their functional groups outside the
team. 
 Members are from various departments, where each
department holds a part of an overall process. 
SELF-MANAGED TEAMS
Self-directed teams are given autonomy over deciding how a job will be done.
 These teams are provided with a goal by the organization, and then determine
how to achieve that goal.
 Frequently there is no assigned manager or leader and very few, if any, status
differences among the team members.
These teams are commonly allowed to choose new team members, decide on
work assignments, and may be given responsibility for evaluating team
members.
They must meet quality standards and interact with both buyers and suppliers,
but otherwise have great freedom in determining what the team does.
 Teams form around a particular project and a leader emerges for that project.
The team is responsible for carrying out the project, for recruiting team
members, and for evaluating them.
VIRTUAL TEAMS
A group of individuals who collaborate through
various information technologies on one or more
projects while being at two or more locations.
Their team members may be from one or multiple
organizations.
Functional , problem solving , cross-functional & self
managed teams are increasingly able to operate as
“virtual teams”.
TEAM EMPOWERMENT
The term “team empowerment”
refers to the degree to which its
members perceive the group :
POTENCY-Capable of being
effective.
AUTONOMY-Having
independence & discretion in
performing the work .
IMPACT-Experiencing a sense of
importance & significance in the
work performed & goals achieved.
MEANINGFULNESS-Performing
important & valuable tasks.
TEAMCOMMUNICATION BEHAVIOUR
Appreciating the impact of our communication behaviours
Thinking carefully about how we interact with others
Taking the time to confirm meaning
Speaking up with our thoughts and ideas
Opening up to hear others’ perspectives
Thinking ‘sideways’ - not in silos – about opportunities to ‘join
up’
Working with existing communication resources
Slowing down to connect as a means of speeding up longer
term efficiency
COMMUNICATION BEHAVIOURS CONTD.
The appropriate choice of behavior is vitally important
if we are to communicate effectively.

Here we have considered 4 different types of behavior :

 Aggressive

 Submissive

 Avoidance

 Assertive
AGGRESIVE BEHAVIOR
 It is offending or isolating someone else’s rights by
showing of anger or dominance, both physically and
verbally.  

 It can be an automatic reaction or a one-off reaction to a

particularly sensitive or threatening situation.

 It can sometimes be an expression of fear, lack of self-

esteem, or inability to control a situation in any other
way.  

 It places the rights of the aggressor above the rights of

the other party and avoids responsibility
AVOIDANCE
It’s sometimes used to evade any confrontation and
ignores the isolation of rights and responsibilities
through fear of the consequences or because you don’t
wish to be bothered with the consequences.

People can become very adept at avoiding

uncomfortable situations, either through refusal to
recognize the problem or by deliberately side stepping
confrontational situations.  

Avoidance can be displayed in many ways - refusing to

get a diagnostic test, not answering the phone to
certain people or avoiding socializing in a certain place.
SUBMISSING OR ACCOMODATING
BEHAVIOUR
Submissive or accommodating behavior lets you reduce
anxiety, guilt or fear by letting your views or thoughts be
misconstrued, ignored or lets you be taken advantage of.  

This type of behavior is often shown in not wanting to say

“no” to unreasonable requests, not wanting to draw
attention to yourself, a belief that you are not as good as
others, wanting to appear polite and helpful in an excessive
way, or wanting to avoid a ‘scene’.  

Submissive behavior often leads to a build up of

resentment which can show itself in loss of self-esteem or
an eventual aggressive outburst.
ASSERTIVE BEHAVIOR
True assertive behavior involves protecting your space and
rights whilst not isolating another person’s rights or space.
 

It relies on honest, direct and appropriate expression of

needs, wants or feelings as a first, not a last resort.  

Assertive behavior is often thought of as a Win Win

situation where both parties in the communication
process benefit from increased effectiveness.

The mutual acceptance of each other’s position leads to

more open and fruitful communication.
BARRIERS TO TEAM COMMUNICATION
Poor Communications

We’ve heard it over and over

again.
The reason (or maybe an excuse
for a failure) is a
breakdown in
communications.
One says something and
someone else hears something
quite different.
Problem of culture
A person’s culture,
background and
attendant bias and
prejudices can affect
their reception and
interpretation of a
message and interfere
with the communication
process.
The leader who doesn’t listen
 Unless the leaders keep
their ears and mind
open, they will not
benefit from the many
ideas the team members
can contribute.
One will also miss cues
of team discontent or
impending problems.
Poor Rapport Among Team Members
Instead of “One for all
and all for one,” it is
“Every man for himself ,
or every woman for
herself.”
If team members do not
get along , the team
dissolves into chaos
Lack of Trust
When team members do not
trust their leader or one or
more of their teammates, the
team will fail . It is very easy for
a person to lose trust in
another.
For e.g., when promises made
are not kept, when withholding
needed information , etc.
 Other times, individuals don’t
share information because they
feel that their ideas may be
ridiculed or ignored.
Poor Attitudes
PRE-JUDGEMENT
SELFCENTREDNESS
SELECTIVE LISTENING
RESOLVING COMMUNICATION BARRIERS
By recognising what type of communication gaps there are and
working proactively to meet them.
By improving the quality of our interactions
- between leaders and team members
- and within teams.
By adopting best practice communication behaviours
 - and leading the behaviours of others around us by example.
 By developing the necessary organisational support (IT /
processes/ co-ordination).
 By monitoring, feeding back and rewarding positive outcomes.
INFLUENCES ON TEAM EFFECTIVENESS
CONTEXT
GOALS
TEAM SIZE
TEAM MEMBER ROLES & DIVERSITY
CONTEXT
The external environment which affects a team
 Technology
Value orientation of members
Physical –working conditions
Management practices
Formal organization rules
Strategies by higher management
Organizational rewards & punishments
GOALS
 GOALS can be:
Team goals-outcomes
desired for the team as a
whole.
Super ordinate goals-
two or more individuals ,
teams or groups pursue
but can’t be achieved
without their interaction
& cooperation.
TEAM SIZE
Effective team range-
Two to sixteen members.
Twelve members
probably can interact
face-to-face easily.
HOW COMMUNICATION INFLUENCE TEAM?
Effective team dynamics depend on strong
communication skills. With good communication,
team members understand what's required and can
articulate the solutions to various problems. Poor
communication raises walls between team members,
exacerbates frustrations, and wastes precious time. A
team leader needs to understand the specific ways
communication influences his team in order to make
the best use of all his resources.
ROLES
Every team member needs to fulfill a specific role:
some handle design work  some cover logistics, some
work on promotion and some need to ensure that
every step in the process is met in a timely fashion .
Communication allows team members to fully
understand their jobs and go about them with no
confusion. It also helps to smooth over any gray areas
where two or more roles overlap, and to prevent team
members from resenting perceived intrusions into
"their" fields
FEEDBACK
Communication facilitates a healthy and open
atmosphere which allows each member to provide
strong input. Team members need to sound off when a
problem arises, tell other members of the team about
their concerns and express ideas for solutions, even if
it doesn't involve their field of expertise. If they feel
they can speak up, they won't be inclined to ignore
small issues--and thus won't allow them to grow into
bigger ones.
CLARITY
All projects have deadlines, and the hands of time don't
slow down just because they're inconvenient. Proper
communication skills allow team members to convey
vital information quickly and concisely, with no
unnecessary lags in time. If the team can't be clear with
each other, then some members may inadvertently
waste time on superfluous tasks. More importantly,
individual team members may grow frustrated with
each other if they can't communicate quickly and
concisely, making them less willing to work together
and creating unnecessary problems
CHANGES
Very few plans ever go off without a hitch. When
working on a project, you'll experience unforeseen
challenges and problems which you cannot possibly
anticipate. When they arise, you need to identify them
quickly and come up with effective solutions, both of
which require good communication skills. If you can't
communicate effectively, unexpected changes can
overwhelm your project, or at least delay it
unnecessarily
DECISIONS
While all team members should be free to speak their
minds, when the time comes to make a decision, it
falls to the team leader to ensure it's implemented
effectively. He needs to give clear, concise instructions
and leave no doubt about the direction in which the
team should go. He needs to balance his direction with
input from the rest of the team, but also needs to be
firm once a decision is made--both of which become
easier with good communication.
ROLES OF TEAM MEMBERS
TASK ORIENTED
ROLES
RELATIONSHIP
ORIENTED ROLES
SELF ORIENTED
ROLES
TASK ORIENTED ROLES
INITIATING
SEEKING INFORMATION OR OPINIONS
GIVING INFORMATION OR OPINIONS
CLARIFYING & ELABORATING
SUMMARIZING
CONSENSUS TESTING
RELATIONSHIP ORIENTED ROLES
HARMONIZING
GATE KEEPING
ENCOURAGING
COMPROMISING
SELF ORIENTED ROLES
DOMINATOR
NEGATIVIST
AGGRESSOR
PLAYBOY
STORYTELLER
INTERRUPTER
POOR ME
BEING A FACILITATOR IS LIKE BEING A
REFREE
Facilitators focus on the process the team is using to
get results. On effective teams, every member feels
responsible for the process, not just the leader.
A facilitator like a referee, makes sure the team
operates in an organized manner. A referee does not
supervise team strategies, but rather makes sure that
the teams are observing the rules of the game.
Making sure that the team is operating in a fair,
organized and respectful manner is called
facilitation, and it is the responsibility of all team
members.
EFFECTIVE TEAMWORKING
GOOD TEAMS
COLLECTIVE
LEADERSHIP
DECISION MAKING
TEAM
PERFORMANCE
MINIMIZING SOCIAL
LOAFING
GOOD TEAM
SPENDS A LOT OF
TIME TOGETHER
INTERACTS
LEARNS AS THEY GO
APOLOGISES &
APPRECIATES
QUICKLY
NEVER RESCUE,
NEVER LIE
NEVER STOPS TRYING
COLLECTIVE LEADERSHIP
JOINT GOAL SETTING
INDIVIDUAL
&MUTUAL
ACCOUNTABILITY
CONSTANT & OPEN
COMMUNICATION
REGULAR REVIEW
SHARED REWARDS
DECISION MAKING
UNANIMITY
MAJORITY
CONSENSUS-Works
Best In The Long Run.
TEAM PERFORMANCE
 PROCESS – OVER THE LONG
RUN
SHORT RUN SETBACKS TO
COALESCE INTO HIGH
PERFORMANCE
FOLLOWED BY
 Honest , Open & Thorough
Reviews.
 Useful Learning.
 Effective Discouragement To
Loafers.
SOCIAL LOAFING
TENDENCY OF CERTAIN MEMBER OF A GROUP
TO GET BY WITH LESS EFFORT THAN THEY
WOULD HAVE PUT ALONE.
LOAFING DECCELARATES THE TEAM’S
PROGRESS, TO BEGIN WITH.
DEMANDS A RESPONSE FROM OTHER
TEAMMATES.
TOLERATING LOAFERS BECAUSE ONE IS
UNWILLING TO RISK DISPLEASURE OR
UNPOPULARITY ONLY ENCOURAGES LOAFERS.
MINIMIZING LOAFING
 JOINTLY SETTING GROUND RULES OF CONDUCT,
TASKS & RESPONSIBILITIES.
VERY REGULAR REVIEWS WITH
ENCOURAGEMENT TO FREE EXPRESSION.
IMMEDIATE ACTION PREFERABLY ENHANCED
RESPONSIBILITIES.
CHANGE IN RULES & DECISIONS ONLY AFTER
DISCUSSION.
SUSTAINED TEAM EFFORT
 SUSTAINED CONSCIOUS
EFFORTS OF TEAM AS A
WHOLE ,IS THE MOST
IMPORTANT ASPECT IN
TEAM’S PROGRESS
TOWARDS HIGH
PERFORMANCE.