mgmt

1. Understanding communication,
teambuilding and motivation
Diploma in Management NVQ
Workshop 2
14th April 2016
Bev Gilder and Diane Eaton

2. Objectives for workshop
• Review how you communicate at work
• Understand how teams grow and develop
• Understand how to build an effective team
• Understand the Belbin team type diagnostic
• Understand what motivates people at work
• How to deal with demotivation
• Understanding change and its effect on motivation
• Understand how deal with conflict in the workplace

3. Links to relevant mandatory units
• M & L L3 Unit 15
• M & L L5 Unit 26 Unit 24
• Plus additional optional units through out

4. Communication – linear model
‘transmission of information, ideas, attitudes, or
emotion from one person to another, primarily
through symbols’.
… is dependent on the quality of the linkages
between the various elements in the process
(Shannon and Weaver 1949)

5. Linear model of communication
(Shannon and Weaver )

6. Linear model – a ‘done to’ process
• Sender: the message creator.
• Encoding: the process of putting thoughts into messages
through the creation of content and symbols.
• Decoding: the process of interpreting and assigning meaning
to a message.
• Message: the transmitted information.
• Channel: the medium through which the message passes.
• Receiver: the target of the sender and collector of the
message.
• Noise: those distractions which interfere with the
transmission of the message

7. Transactional model… a ‘do with’
process
‘both people involved in the interaction are
communicators, and instead of the process
illustrated as linear, it becomes circular in its
function. Thus the process is an exchange. The
two people engaged constantly respond to each
other by initiating messages and sending
responses back and forth’ (DeFleur, 2005).

8. Transactional model

9. Communication cycle

10. Exercise- 4 Identify blockages …and
devise ways to over come them
• Group 1 – Written from the readers
perspective
• Group 2 – Written from the writers
perspective
• Group 3 – Face to face or phone from listeners
perspective
• Group 4 – Face to face from speakers
perspective

11. Body Language

12. Body Language… look for shifts
• Facial Expressions
• Gestures
• Posture
• Body position
• Use of space

13. Body Language… look for
• Context…..history, physical environment ?
• Clusters….look and listen to the whole person.
• Congruence…..is there a discrepancy with
words and non verbal message ?

14. Rapport
 Is being able to relate to others in a way
that creates a climate of trust and
understanding
 What signals do we look for in others when
we communicate with them?

16. How we use language ?
• Big picture v small picture ?
• Visually – what you see
• By sounds – what you hear
• By feelings – what you sense and can feel,
taste or smell.
• By how you talk to yourself
• Language is subjective !!

17. Representational system quiz

18. Visual thinkers
• Talk quickly
• See memories as pictures
• Breathe from top of lungs
• Need minimum detail
• Get bored quickly
• Interested in how things ‘look’
• Think in bigger picture
• Like to be ‘shown things’
• Will change subject
• Use words like

19. See how you
go….
Its very clear
to see…
Imagine
winning…..
Catch a glimpse
of…
Take a peek
at…
In view of……

20. Auditory thinkers
• Easily distracted by noise
• Love the phone and music
• Breathe from middle of chest
• May talk to themselves.
• May repeat what you have said to them
• Tone of voice is very important
• Like steps and procedures
• Love to be told how they are doing
• Love stories
• Use words like……….

21. I want to hear
what you have to
say….
I think they are
very tuned in…
I really
want to
be heard
That sounds
great
To tell the truth
Unheard of
Utterly
useless
Loud and clear

22. KINAESTHETIC- FEELINGS THINKERS
• Includes taste and smells
• Want to know how things feel
• May talk slowly
• Breathe lower
• Respond to physical rewards
• Memorise by doing something or walking it
through.
• Speak deliberately
• Will want the details
• Think things through

23. I feel this is the right thing
to do
I need to get a hold
of this
Lets tap into….
This is a solid idea
It may have
slipped through
the net
I got into a
scrape
It will catch on
soon

24. Analytical thinker
• Spend time processing internally
• May talk to themselves out loud
• Will look for things to make sense
• Logical and process driven
• May want extensive details
• May talk in long sentences
• Memorise by steps
• Often uses the language of logic and business

25. Exercise…
• Consider who you communicate with
• Is it informal or formal ?
• Is it a stakeholder ?
• How do you communicate ?
• Is that the only and best way?
• What could be the advantages or
disadvantages of how you do so .

27. Types of listening
Active Listening is when you are concentrating on the
message being given by the other person
Passive Listening is when you find yourself waiting for
the other person to stop speaking so that you can
say something yourself

28. Communication Activity
How good a listener are you?

29. Barriers to effective listening

30. Active listening

31. Open questions ….tell me about
…explain more about …

32. Other communication challenges
• Cognitive
• Learning disabilities
• Physical impairments
• Language barriers
• Cultural nuances
……. Begin to think about how you solve
them ?

33. Motivation

35. Exercise ….
………why are you doing your job ?

36. Maslow’s Hierarchy of Needs

37. Maslow’s Hierarchy of Needs
• People are motivated to act in order to meet or satisfy a
need.
• Understanding your motivation is part of self awareness
• Understanding others helps build teams and understand
each other
• Maslow believed that all humans have a drive to reach
their full potential, which he called self-actualisation.
• It is hierarchical.

38. Maslow’s Hierarchy of Needs
Physiological
Self-
actualisation
Hunger
Thirst
Sleep
Warmth
Safety
Security
Protection
Shelter
Social
Affiliation
Belonging
Acceptance
Socialising
Friendship
Love
Self-
esteem
Power
Status
Respect
Appreciation
Recognition
Achievement
Attainment
Competence
Personal
Development
Creativity
Self-fulfilment

39. Herzberg’s Two Factor Theory
• Company policy and
administration
• Supervision
• Working relationships
• Status and security
• Achievement
• Recognition
• The work itself
• Responsibility
• Advancement and
growth
Hygiene Factors Motivators

41. Extrinsic / Intrinsic motivation
• Extrinsic motivators arise from outside the
individual. We are motivated to perform to
receive an award or avoid punishment
• Intrinsic motivators are from within the
individual. We are motivated to perform
because we find it personally rewarding /
satisfying

42. Demotivation – What is it?
• What demotivates you / your team?
• Identify 10 demotivators for you and your
team. Rank them 1 -10 (1 being most
important).

43. Why are we cautious about change ?......
Because we know people (ourselves and others)
can react badly and it cause disruption and
upset and often the future feels uncertain

44. Why people resist change
• Loss of control
• Personal uncertainty
• Concern about competence
• More work / less work
• Past resentments
• Real perceived threats
• Past experiences of change
• Lack of information or skill
• Not understanding why ?

45. Types of change
• Enforced change – we don’t choose it at the
time
• Willing change – we choose to make the
change

47. The Transition Curve

48. The transition curve - the emotional
response
People have four main areas of need:
• They must understand the changes
• They must be given the opportunity to
learn new skills
• Communication is very important
• They need to be supported and encouraged
to deal with problems
• They need empathy and understanding

49. Ways we often show resistance
• Disagree with the plan
• Criticise the change and or the plan
• Fail to actually do the changes
• Argue amongst ourselves
• Shut down and withdraw from past
behaviours

50. Some responses to change at work
• Entrenched – “if I sit tight this may never
happen”
• Overwhelmed – anxious and feel powerless
• Posers – confident but may not be self aware
or able.
• Learners – prepared to give it a go, still feel
stretched, resilient

51. Teams need to be resilient too
• Positive
• Focused
• Flexible
• Organised
• Proactive
• Building and combining on strengths of all
members

52. A definition of a team
A team is a small number of people with
complementary skills who are committed
to a common purpose, performance goals
and approach for which they hold
themselves mutually accountable.
As defined by Katzenbach and Smith

53. Types of teams
• project teams: teams set up to plan and
control a project which may carry on for
months or even years
• ad-hoc teams: teams set up as taskforces or
working parties to deal with specific issues

54. Types of teams
• organisational teams: any fairly loose
groupings in an organisation, e.g. top
management team
• work teams: teams formed of people who are
dependent on one another to deliver the
specified results for which the team has been
formed

55. Team effectiveness framework
• Goals
Clear, understood and communicated, SMART
• Roles
Understanding of individual’s tasks, responsibilities
and limits of authority
• Processes
Communication, decision making, problem solving
• Relationships
Feedback, integrity, trust, courtesy, valuing
differences

56. Keys to an effective team
• High success rate- achieves
• Agrees clear, challenging
objectives- everyone
contributes, shares
understanding and
commitment
• Has an effective leader: who
adjusts their style
• Has a good mix of people:
who contribute in different
ways
• Balances concern for the
task (the what) and concern
for process (the how)
• Creates a supportive
environment where people
are happy to take risks, say
what they think, develop
each other’s ideas, commit
to group action
• Learns from experience by
reviewing and improving
performance: successes and
failures
• Works hard and plays hard:
enjoys itself whilst
achieving objectives and
results

57. Stages of group development
• Forming: testing and dependence
• Storming: inter-team conflict
• Norming: development of team cohesion
• Performing: high performance team!
Tuckman

58. Forming
Task orientation Group processes Ways of assisting
what is task?
grumbling about the
setting
mutual exchange of
information
little work
anxiety
suspicion
excitement
pride
fear
optimism
Politeness
what must we do?
visibility of leader
what are we
expected to
achieve?
ask: why are we
here?

59. Storming
Task orientation Group processes Ways of assisting
resisting the validity
of the task
setting of unrealistic
goals
conflict emerges
between sub-groups
open recognition of
conflict/anger
allow members to
challenge in a
constructive way
leadership
teambuilding work

60. Norming
Task orientation Group processes Ways of assisting
asking and giving
opinions
ability to express
feelings to help the
task
plans are made and
work objectives
identified
group cohesion
develops
norms emerge
group full of energy
talk about how to
get things done
allow time for
members to work
talk
assign challenging
problems

61. Performing
Task orientation Group processes Ways of assisting
strong goal
orientation
insight and
understanding
clear but flexible
roles
frequently examines
the process of
working
satisfaction
team closes to new
members
let them do it and
join in if appropriate

62. Team Roles
The self-perception inventory
Developed by Dr Meredith Belbin and based on
extensive studies of teams at the Administrative Staff
College, Henley

64. Belbin’s team roles
May have problems where:
• there are gaps in the team
• one person is taking on too many roles
• a person is taking on the wrong role

65. How to use Belbin’s team roles
positively
• review roles descriptions
• identify examples of roles being taken in your team
• identify the gaps, i.e. any roles that appear to be
missing in your team
• identify what you can do to “plug” these gaps, (e.g.
developing skills)

66. What is conflict?
• Disagreement between two or more
parties who perceive they have
incompatible concerns
• Exists whenever an action by one party
is perceived as preventing or interfering
with goals, needs or actions of another
party

67. Dysfunctional Conflict
What are the causes?
What is the damaging effects?
Can you eliminate the causes?
Can you prevent them in the future prevent them
re-occurring in the future
Functional Conflict
Can stimulate resolution of problems
Can drives up quality and standards.
Keeps people and organisations from slipping into
complacency
Conflict – useful or not ?

68. What are causes of conflict?
• Personality clashes / warring egos
• Stress
• Heavy Workload / inadequate resources
• Poor leadership at top of organisation
• Lack of honesty and openness
• Poor line management
• Lack of role clarity / differing expectations
• Resistance to changes

69. CONFLICT MANAGEMENT
STYLES
COMPETING COLLABORATING
AVOIDANCE ACCOMMODATING
Assertive
Unassertive
Uncooperative Co-operative
COMPROMISING

70. Management styles for dealing
with conflict
• Competing (one party
assertive and
uncooperative)
• Collaborating (both
parties assertive and
co-operative)
• Avoiding (one party
unassertive and
uncooperative)
• Accommodating (one
party unassertive and
co-operative)
• Compromising (both
parties are mid-range
on both dimensions)
Source: Thomas, K (1976)

71. Handling conflict: a problem
solving approach
• Getting agreement on what the problem
is
• Jointly analysing the causes of the
conflict
• Identify alternative means for dealing
with the issue
• Jointly evaluating the merits of each
alternative from the perspectives of both
parties

72. Handling conflict: a problem
solving approach
• Working through the alternatives to find
the one closest to meeting the needs of
everyone concerned
• Agreeing how the preferred solution can
be implemented to the satisfaction of
both parties

73. Common Sense Motivation
• ENCOURAGE initiative and responsibility
• INFORM people about the job as a whole. Keep
them in the picture
• Explain why the task is being done.
• INVOLVE people in decisions relating to their work
PRAISE work well done and show that you have
confidence in people.
• SET STANDARDS of quality and quantity
• LISTEN to each other
• DEMONSTRATE EMPATHY for each other and the
customers.

74. Next workshop …
• 17th May
• Communicating with stakeholders
• Planning and prioritising
• People management- Performance
management, HR , compensation and benefits
well being , skills development