Cmst (19/02)

Kindly read the instructions.

Fostering a
Collaborative Climate

Fostering a collaborative climate:
1. Create norms for members to be assertive.

Assertive – having or showing equal concern for self as well as other
Passive – having more concern for other; having little or no concern for self
Aggressive – having or showing more concern for self; having little or no concern for other
*Team Tip: Question ideas in a constructive way.
e.g. “I like that your approach to the issue is clear, however, I’m curious if it gets at the core problem. Would you mind explaining in more detail?”
*Team Tip: Create a norm of curiosity to hear ideas from all members (even quiet ones).
e.g. “Let’s take turns and listen to everyone’s thoughts.”

Fostering a collaborative climate:
2. Be inclusive.

Ensure that everyone’s voice/opinion matters and is valued.
Avoid judgement
Support experimentation; play with ideas; there is no right or wrong; have fun exploring different alternatives
Bring a spirit of inquiry

*Team Tip: Be open to innovation and divergent opinions.

Fostering a collaborative climate:
3. Engage in dialogue.
Dialogue is different than ordinary conversation
dialogue is slow, careful and, attentive
dialogue attempts to try on different interpretations
it is a process to encourage appreciation for differences
provides a voice for all
gives every person the opportunity to voice as well as listen; promote equality through balance
Listen, actively and mindfully!
listen consciously for the content and intent of the message being communicated
it is through listening that understanding becomes possible
listen carefully before speaking
try on different interpretations
hear the message, consider it, then reconsider it
Solicit feedback
ask questions
seek clarification
seek explanation
Adapted from: Timpson, Yang, Borravo & Canetto 2005. 147 Practical tips for teaching diversity. p. 79. Tip #79. and Bontz, C. R. (1993) Diversity and group cross-cultural team research. Journal of Applied Communication Research, 21, p. 12.
Adapted from: Evanoff, R.J. (2004). Universalist, relativist, and constructivist approaches to intercultural ethics. International Journal of Intercultural Relations, 28, 439-458 and Wilmot, W.W., & Hocker, J.L. (2001). Interpersonal Conflict, 6th ed., New York: McGraw-Hill, p. 257

Fostering a collaborative climate:
4. Create norms for members to be highly cooperative.

Be flexible/agile
Yield; make concessions
Focus on interdependence
Accept responsibility

*Team Tip: Strive to surmount challenges.

Fostering a collaborative climate:
5. Create norms that build respect and trust.

Team members support one another and know that they have one another’s back.
Create psychological safety so that every team member is valued and appreciated and knows:
They are invited/welcome
Their ideas and opinions matter and are respected

*Team Tip: Share how each person’s role contributes to the overall result.

Fostering a collaborative climate:
6. Engage in (do not avoid) constructive/ civil conflict.

Effective teams storm!

*Team Tips:

Stay calm. Breathe.
Seek first to understand. Gather information. Ask questions instead of making assumptions.
Use active/mindful listening.
Assume good intentions.
Identify the core problem and focus on it (not on people).
Acknowledge feelings. Try to empathize.
Be assertive. Show equal concern for self as well as other.
Show goodwill. Have the other person’s best interest in mind (not just your own best interest in mind.)
View the conflict as an opportunity for dialogue.
Focus on common goals.
Focus on responding rather than reacting.
Ask for solutions or co-create solutions.
 
Adapted from: LaFasto, F., & Larson, C. When Teams Work Best: 6,000 Team Members and Leaders Tell What It Takes to Succeed. Sage. 2000.
Ames, J., Abelli, H., Thorpe, D., Baumgartner, R., Wilson, G., Shankar, R., Buckner, L., and McGlen, C. 14 Characteristics of Highly Performing Teams. Forbes. 16 September 2020.

Norms That Help Make a Group
a Team

Differences Between Groups and Teams

Adler, R., Maresh-Fuehrer, M., Elmhorst, M., and Lucas, K. Communicating at Work. 2023.

Teams have all the attributes of a group but also have other distinct qualities that make them more satisfying to work in and more productive.
e.g. Teams look forward to working and solving problems together.

Michelman, P. How Will You Make Your Team a Team? 2004.

GROUPS
Members are primarily concerned with their own challenges and goals.
Members produce individual products.
Work is shaped by the manager.
TEAMS
Members focus primarily on team challenges and goals.
members produce collective products.
work is shaped collectively by the team leader and members.

6 Norms
That Help Make a Group a Team:
1. Teams have a common purpose and clear and compelling shared goals.

Members know why their team exists.
Members believe the purpose is important and worthwhile.
Members put the team’s goals above their own personal interests.

*Team Tip: Openly discuss the purpose and shared goals.

6 Norms
That Make a Group a Team:
2. Teams appreciate difference and diversity to the extent that both are celebrated.

We are different and that is a good thing! Different minds create different ideas which lend nicely to innovation.
Identify and focus on each member’s strengths.
*Team tip: Discuss the strengths that each team member brings.
e.g. Complete an Asset Map

https://docs.google.com/presentation/d/1unz86VwPhQAAH1eGbHbiTlo5FlW8VmRyDgfbAOtdMnI/edit#

*Team tip: Discuss how your team will appreciate and cultivate the strengths of each team member. How will you leverage individual strengths?

6 Norms
That Make a Group a Team:
3. Teams maintain standards of excellence.

Doing outstanding work is a norm.

*Team tip: Hold yourself and each other accountable.
e.g. Give each other constructive feedback and be open to receiving constructive feedback.

6 Norms
That Make a Group a Team:
4. Teams foster a collaborative climate.

Collaborative behavior is both assertive and highly cooperative.

Passive Assertive Aggressive

Passive – having more concern for other; having little or no concern for self
Aggressive – having or showing more concern for self; having little or no concern for other
Assertive – having or showing equal concern for self as well as other
Passive-aggressive – outwardly passive; inwardly aggressive; expressing dissatisfaction in a disguised manner; may result in strategic sabotage or revenge

6 Norms
That Make a Group a Team:
5. Teams openly reflect.

Teams regularly assess how things are going and take action to improve.

*Team Tip: Schedule regular check-ins on how things are progressing. Discuss ways to improve and how every member can receive support in order to succeed.

6 Norms
That Make a Group a Team:
6. As much as possible, teams strive to make decisions by consensus.

Consensus – when all team members can accept a particular choice; takes time; increases satisfaction in the group
Promotes critical thinking
the systematic evaluation of information and ideas
based on evidence and logic rather than intuition, hunch or prejudgment
Helps guard against groupthink
the absence of critical thinking in cohesive groups
Symptoms of groupthink:
Excessive conformity
Over-abundance of cohesiveness
Overly cooperative
Overly collaborative
Lack of conflict/debate
the group becomes closed-minded to alternative views
Tendency to rationalize or discount negative/contrary information
Pressure to conform
illusion of agreement

*Team Tip: Effective teams welcome difference of opinion! Engage in (do not avoid) constructive/healthy/civil conflict and debate. Effective teams storm!

Making Decisions in Groups

CMST 340 Advanced Communication in Business and Technology

Benefits of working in groups…
Groups are typically better problem solvers on complex tasks/problems than solitary individuals
so long as they engage in critical thinking to make those decisions

Decision Making In Groups
Decision making by the leader
Decision making by the leader in consultation with members
Decision making by majority vote
Decision making by consensus

Critical Thinking in Groups
“What is the hardest task in the world? To think.”
– Ralph Waldo Emerson
Critical – from the Greek word ‘krinein’ meaning ‘to separate’; ‘to choose’; it implies conscious, deliberate inquiry
Critical Thinking – the systematic evaluation of information and ideas; based on evidence and logic rather than intuition, hunch or prejudgment
Necessitates:
Evaluating information
Good/sound reasoning

Evaluating Information and Reasoning
Evaluating Information
Distinguishing between facts and inferences
Evaluating survey and statistical data
Accuracy
Recency
Coverage
Evaluating the sources and implication of opinions
Authority/credibility/ expertise
Purpose
Audience

Evaluating Reasoning
Beware of Fallacies
Overgeneralizing
Ad Hominem Attacks
Post hoc
False Dilemmas
Faulty Analogies

What common denominator do these historical events have ?
Columbia disaster, 2003
Challenger disaster, 1986
Bay of Pigs, 1961
Pearl Harbor, 1941
Sinking of the Titanic, 1912

What can go wrong in group decision making…
Groupthink – the absence of critical thinking in cohesive groups
Groupthink, “points to the ways that smart people working collectively can be dumber than the sum of their brains.” – Schwartz & Wald, New York Times
“The triumph of concurrence over good sense.”
– Irving Janis
Video on conformity

Symptoms of Groupthink
Excessive conformity
Over-abundance of cohesiveness
Overly cooperative
Overly collaborative
The group overestimates it’s power and mortality; illusion that the group is invulnerable
Lack of conflict/debate
the group becomes closed-minded to alternative views
Tendency to rationalize or discount negative/contrary information
Pressure to conform
illusion of agreement

Suggestions for Making Sound Decisions in Groups
Engage in constructive conflict; civilly and respectfully argue/debate issues

http://www.livescience.com/1583-anger-fuels-decisions.html

Be assertive
Ask questions
Foster a group climate where differing opinions are welcomed and considered
Appraise alternative courses of action, not unanimity

Business Chemistry

From Business Chemistry: Practical Magic for Crafting Powerful Work Relationships by Christfort & Vickberg

and

Pioneers, Drivers, Integrators & Guardians: Every Team is a Mix of These Personality Types. Here’s How to Get the Best Out of Any Combination by Suzanne Vickberg and Kim Christfort, Harvard Business Review March-April 2017

CMST 340 Advanced Communication for Business & Technology

Business Chemistry Project at Deloitte
To help leaders claim more value out of team members, Deloitte created a system called Business Chemistry that identifies four primary work styles and related strategies for accomplishing shared goals.
An analytics-driven tool for understanding and leveraging differences between people
Exploration into what makes people click or clash
Why some groups excel and others fumble
How leaders can make or break team potential

Need for Collaboration
Common team goal
Diverse teams fail to thrive

Need for Empathy
Empathy = understanding and identifying with another person’s perspective
Certain people in organizations consistently outperform the average
Decades of studies have shown that empathy is integral to effective human connection
Recent research demonstrates links between empathy and leadership performance
Business Chemistry helps highlight important differences in order to foster empathy

Benefits Business Chemistry
Understand how each work style responds to stress.
Understand the conditions under which the various styles thrive.
Consider the value that each style offers.
Understand what makes each individual tick.
Provides a common language for discussing similarities and differences in how people experience things and prefer to work.

The Basics of Business Chemistry
Pioneers
Guardians
Drivers
Integrators

Pioneers
Mottos: “You only live once!” and “Blazing trails.”
One word that capture the essence of the Pioneer is possibilities
Pioneers often think while speaking
Most leaders are pioneers.
Outgoing
Focused on the big picture
Spontaneous
Value possibilities

Spark energy and imagination
Creative thinkers
Imaginative
Adaptable
Drawn to risk. Believe big risks can bring great things
Intuitive decision makers, open to new ideas but prone to changing their minds
Detail-averse
Opposite of Guardians

Pioneers
Energized by:
Brainstorming 
Spontaneity and trying new things
Enthusiasm

Alienated by:
Rules and structure
The word “no”
A focus on process

Meeting the Needs of Pioneers
Allow time for free-flowing discussion and idea generation.
Brainstorm and white-board on the spot.
Keep an open mind. Even if you can’t say yes, try to avoid saying no.
Provide options for where, when, and how to work
Position them to do what they love and explain how more mundane tasks enable them to do so.

Guardians
Mottos: “Do it right.” and “It’s all in the details.”
One word that capture the essence of the Guardian is stability
Methodical
Reserved
Structured
Loyal
Detail-oriented
Practical

Value stability and order
Tend to be introverted
Practical, detail-oriented and reserved
Deliberate decision-makers apt to stick with the status quo
Process-oriented thinkers who focus on the how
Bring rigor
Opposite of Pioneer

Guardians
Energized by:
Organization
Predictability and consistency
A detailed plan

Alienated by:
Disorder
Time pressure
Ambiguity and uncertainty

Meeting the Needs of Guardians
Provide pre-work, data, and information in advance of a discussion or decision.
Share an agenda prior to meetings.
When a change is required, acknowledge the potential domino effect on the details Guardians care about and explain why the change is needed.
Provide clear expectations including what success looks like.
Offer workspaces that provide permission to be alone, control over the environment, sensory balance, and psychological safety.

Drivers
Mottos: “Focus!”and “It’s not personal; it’s just business.”
Direct in their approach to people and problems
One word that capture the essence of the Driver is challenge
Two types of Drivers:
Commanders – disciplined, tough minded; like to be in charge; outgoing
Scientists – more curious than Commanders; love to explore and experimental
Quantitative
Logical
Focused
Competitive
Experimental
Deeply curious
Value challenge and generate momentum
Technical
Analytical thinkers who look for patterns in complex systems
Quick to judge and then reluctant to revisit decisions
Drivers are great at getting results
Opposite of Integrator

Drivers
Energized by:
Solving problems
Directness
Winning

Alienated by:
Indecision
Inefficiency
Lack of focus

Meeting the Needs of Drivers
Timebox socializing time, make it optional, or explain why it’s valuable.
Explain what you and others want and why you want it. (Drivers may miss subtleties).
Provide ways for Drivers to measure their success.
Offer practical work-spaces where Drivers won’t be disturbed more than necessary.
Don’t over-react to the Driver’s direct style.
Be clear, concise, and confident.

Integrators
Mottos: “Better together.” and “Work with me people!”
One word that capture the essence of the Integrator is connection
Two types of Integrators
Teamers – outgoing; optimistic, energetic, comfortable expressing emotions
Dreamers – reserved, great listeners and observers; processors
Diplomatic
Empathic
Traditional
Relationship-oriented
Intrinsically motivated
Non-confrontational
Value connection
Knack for connecting ideas that others might not connect
Attuned to nuances; they see shades of grey rather than black and white
Inclined to weigh all the options and check with others prior to making decisions
Opposite of Driver

16

Integrators
Energized by:
Collaboration
Communication
Trust and respect

Alienated by:
Politics
Conflict
Inflexibility

Meeting the Needs of Integrators
Support Integrators in their desire to help others and reward them for doing so.
Provide opportunities to work in teams.
Help Integrators see the meaning in their work.
Spend time connecting.
Use technology to make virtual teams and meetings more personal.
Enable them to socialize issues and gather information from stakeholders.
Be nice and say thank you.

Engaging a Pioneer if You’re a Guardian
Guardians may not realize that imposing too much structure or details about a project can box a Pioneer in.
As a Guardian, Try to…
Keep things moving
Whiteboard it
Don’t push details
Silence your skeptic – temporarily suspend your disbeliefs or doubts
Deliver an experience – present new ideas to allow Pioneers by allowing them to experience a sample or simulation
Tolerate some chaos.
Bring passion. Sell your ideas by showing excitement.

Engaging a Guardian if You’re a Pioneer
If you’re an anything goes Pioneer, you might be challenged to prove an environment where a more practical Guardian will thrive.
As a Pioneer, Try to…
Give them time to process.
Provide data.
Cite your sources.
Make it linear and concrete.
Respect the agenda.
Honor precedent.
Keep emotions in check.

Engaging a Driver if You’re an Integrator
As an Integrator, you may be so diplomatic that a Drier loses patience.
As an Integrator, Try to…
Get your facts straight.
Assert your point of view.
Lead with the punchline.
Build a logical argument.
Anticipate pushback and preempt objections.
Keep it tight.
Propose an experiment.

Engaging an Integrator if You’re a Driver
As an Driver, you mistakenly try to push an Integrator in a particular direction with a black-and-white logical argument.
As a Driver, Try to…
Ask questions and listen.
Share context. Integrators have the greatest need for the big picture.
Co-create. Work together to build on an idea or plan in a collaborative format.
Don’t rush.
Be open to alternatives.
Get personal. Humanize the proposal.
Play nice. If you’re overly aggressive, rude or abrasive, the Integrator will shut down.

Who’s Stressed Out?
Guardians – 35% –
Integrators – 32%
Drivers – 24%
Pioneers – 20%

Conditions for Teams Thriving
A feeling of accomplishment is a top priority for all types:
I thrive when I have tasks that are challenge
– Drivers and Pioneers
I thrive when I have the sense my work matters
– Integrators and Pioneers
I thrive when I have opportunities to learn and try new things – Pioneers and Drivers
I thrive when I have clear expectations
– Guardians and Integrators

Phases of Team Development

CMST 340 Advanced Communication in Business & Technology

According to Tuckman and Fisher
Teams go through natural phases of development
Movement through these phases can be fast or slow
Movement is not always sequential

Phases of Team Development

Forming

Storming

Norming

Performing

Adjourning

Forming
Characteristics
First impressions
Exploration
Politeness
Awkwardness/Anxiety
Cautiousness
Guarded behavior
Confusion
Suggestions
Get to know each other
Establish norms for success (see “Norms That Help Make a Group a Team”)
Establish rules
Maintain open channels of communication
Communicate personal needs
Agree on team’s purpose
Strive for shared leadership

Storming
Characteristics
Conflict
Competition
Person agendas
Strained relationships
Polarization
Anger
Frustration
Disengagement
Suggestions
Express differences
Deal with/face problems
Be assertive
Use dialogue
Use active listening
Deal with conflict constructively
Move from a testing and proving mentality to a problem-solving mentality

Beware…
Failure to storm (engage in conflict) is a symptom of groupthink (the lack of critical thinking).
Remember….
There are benefits to engaging in constructive conflict:
Helps motivate a group
Fosters critical thinking and creativity
Increases group cohesiveness

Norming
Characteristics
Trust
Harmony
Shared vision
Cohesiveness
Commitment
Suggestions
Communicate openly and often
Strive for decision by consensus
Use teambuilding exercises
Decide how to rotate/share roles
Solicit and give feedback

Performing
Characteristics
Ability to manage conflicts constructively
Diagnose situations
Solve problems
Productive as a group
High morale
Sense of group loyalty
Suggestions
Use participative/ shared leadership
Gain feedback on team effectiveness (assessments)
Work collaboratively

Adjourning
Take time to celebrate your accomplishments
Seek closure
Remember that you may have to work with the same people again
End on a positive note

On several assignments throughout the quarter, you will be asked to provide an analysis versus a summary. Analysis helps broaden and deepen your understanding of the material. It is different than summarizing. Here’s how…

https://content.bridgepointeducation.com/curriculum/file/baded985-b014-408c-a611-5ffb06e13c92/1/Analysis%20Tutorial.zip/story.html

https://www.indeed.com/career-advice/career-development/reflective-analysis

Summary is:

· Restating

· Retelling

· Highlighting the major points

· Providing the main ideas

· Sharing facts that everyone knows

· Recapping

· Providing a description

· Listing

· Telling
what happened

· Defining

· Identifying

· Reciting

· Observing

· Reviewing

Analysis is:

· Examining – looking more closely at the situation and your actions; going beyond describing to examining

· Dissecting

· Going below the surface

· Exploring – trying to figure out
why

· Explaining
how or
why

· Demonstrating critical thinking about learning and experiences

Sources:

Dawn McCann Edmonds School District

http://writing2.richmond.edu/writing/wweb/analysis.html

Links to an external site.

https://content.bridgepointeducation.com/curriculum/file/baded985-b014-408c-a611-5ffb06e13c92/1/Analysis%20Tutorial.zip/story.html

Links to an external site.

https://www.indeed.com/career-advice/career-development/reflective-analysis

P.S: I attached the powerpoit files on Sweetstudy files.

Required Textbook:

https://open.umn.edu/opentextbooks/textbooks/274

Steps to complete the assignment:

· CMST 340 Norms That Help Make a Group a Team.pptx

·

TED Talk | The Secret to Giving Great Feedback

(link to Youtube)

· CMST 340 Fostering a Collaborative Climate.pptx

· CMST340 Phases of Team Development.pptx

·

Lecture | Business Chemistry

(link)

· CMST340 BusinessChemistry.pptx

·

Lecture | Decision Making in Groups

(link)

· CMST340 MakingDecisionsInGroups.pptx

·

Article | What Mindfulness Can Do For a Team – HBR

(link)

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