THE COMMUNICATION NETWORKTHE SECRET TO TEAM SUCCESS

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THE COMMUNICATION NETWORKTHE SECRET TO TEAM
SUCCESS

• The Help Desk Institute Austin Chapter
• January 14, 2003

Presented by Shelby Barnett, Austin Energy
Organization Development
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What is a team??

• A workgroup or team has two or more people it
  has specific objectives or recognizable goal to
  be attained the coordination among the members
  of the team is required for the attainment of the
  goal or objective.

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What do high performing teams have in common?

• 1. Clear Direction, Purpose Goals
• 2. Talented Members
• 3. Clear Roles Responsibilities
• 4. Effective Efficient Operating
  Procedures
• 5. Constructive Interpersonal
  Relationships
• 6. Recognition
• 7. Constructive External Relationships

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Diagnosis of Group Problems

• To facilitate group development productivity it
  is essential to understand the dynamics and
  behavioral patterns that exist in groups.
• First step for leaders - become effective
  observers participants at the same time. Start
  by observing groups.

What is the Issue?
The What
The How
Team Functioning
JOB Tasks
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When Things Arent Going Well on a team the 1
reason is is usually lack of
Constructive Interpersonal Relationships
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Taken from Susan A. Wheelan, Creating Effective
Teams

• Silly Team Building Activities
• Ive asked people over the years what was the
  silliest team building activity theyve
  participated in. Here are some of my favorites
• Introductions involving linking your name with a
  personality trait (e.g., Chatty Cathy, Serious
  Sam, Jumpy Jill)
• Rock climbing to increase profits
• Leading a blindfolded teammate around the block
• Anything that involves sharing feelings you dont
  want to share.
• Creating a human sculpture out of your teammates
• Anything involving construction paper.

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The Building Blocks of Teams

• 3 Essential Elements
• Values Statements
• Ground Rules
• Effective Communication
• of these the most important component is.

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COMMUNICATION

• Communication is the MOST BASIC NECESSITY IN
  GROUPS
• People can only form groups when they communicate
  or interact regularly with each other.
• Communication patterns are set up early in the
  formation of a team (who talks to whom) and these
  patterns are resistant to change.
• Individual status and power is based on who talks
  to whom.
• MORE THAN ANY COMPONENT--the type of
  communication structure that is adopted has been
  found to effect leadership, group morale and
  cohesion.

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We know that communication is not random

• Some people talk more than others
• Some are talked to more than others
• May have to do with personality, but studies show
  it also has to do with communication networks
  that are subconsciously established in groups

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CentralizedCommunication Networks

• Wheel Y
  Chain

LEADER
LEADER
LEADER

• Communication is funneled through a central
  person ,usually the leader. In centralized
  networks, the leader usually makes all the
  decisions, then checks it out with one other
  person.
• Work gets done more quickly using centralized
  methods.
• Simple problems are easy to solve.
• Inhibits group development.

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DecentralizedCommunication Networks

• Circle

LEADER

• Better than centralized for complex
  problem-solving.
• Helps groups to develop more rapidly.
• WHERE A CIRCLE NETWORK IS USED --HIGHER LEVELS
  OF SATISTACTION, GROUP COHESION AND ULTIMATELY
  PERFORMANCE.

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The Type of Communication Matters

• What is said to whom affects group cohesion
• Must balance Task and Maintenance
  communication with all team members
• The number of Task and Maintenance statements in
  groups affects cohesion and task performance.
  Suggestion 6040 task/maintenance

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Task and Maintenance Statements Examples

• MAINTENANCE - relate to the socio-emotional life
  of the group
• Offering support and encouragement
• Sensing feelings and moods
• Listening actively
• Discussing non-work issues

• TASK - relate directly to goal
  achievement
• Giving or seeking information about tasks
• Proposing new tasks or goals
• Suggesting task procedures
• Giving alternatives
• Discussing schedules

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Why be aware of communication networks?

• If group members are unaware of significant
  impact of early emerging communication patterns,
  these choices may seal a groups fate.
• People dont like to change their patterns.
• If effective patterns are not put in place early,
  group development and task success will be remote.

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So why dont we all strive for or change to
Decentralized Communication Networks?

• Even though it is most effective in most group
  situations, it lessens some members perceived
  power. (Fewer favorites of the leader.)
• Groups resist changes to their communication
  structureeven if it is perceived as better.

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• Most people are unaware of the effects of initial
  communication structures or the content of
  communication on future efficiency and goal
  achievement.
• Most management training does not include these
  research findings.
• Universities do not, as a rule, include this
  content in schools of business, education or
  psychology.
• Politicians are unaware of these dynamics and
  yet.

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effectiveness and efficiency of all groups
hinge, in part, on these processes.
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Example 1
Leader
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Example 2
LEADER
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Next Level Up Manager
Team Leader
Example 3
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Example 4
Co-Supervisors
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Draw your workgroup's communication network?
(When you get back to your office, have everyone
in the group also draw it.then compare)
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What kind of changes can you make to improve your
communication network?
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References

• Goleman, Daniel, Working with Emotional
  Intelligence, Bantam Publishing, 1988.
• Huszczo, Gregory A, Tools for Team Excellence -
  Getting Your Team into High Gear and Keeping it
  There, Davies Black Publishing,1996.
• Wheelan, Susan A., Group Processes-A
  Developmental Perspective, Allyn and Bacon
  Publishing, 1994.