Team communication style: Difference between revisions
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'''Team communication style''' depends on the [[project]] team which consists of people with different specific traits, personality and [[needs]]. Knowing the team members and theirs [[communication]] styles improve the [[efficiency]] of the whole team. | '''Team communication style''' depends on the [[project]] team which consists of people with different specific traits, personality and [[needs]]. Knowing the team members and theirs [[communication]] styles improve the [[efficiency]] of the whole team. | ||
| Line 37: | Line 21: | ||
==Rules of effective communication== | ==Rules of effective communication== | ||
* the formulation of [[communication in management]] in a way that is understandable for members with different views and experiences, | * the formulation of [[communication in management]] in a way that is understandable for members with different views and experiences, | ||
* mastery of emotional reactions, | * mastery of emotional reactions, | ||
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* effective use of meetings of participants of the project (integration), | * effective use of meetings of participants of the project (integration), | ||
* use of written and oral forms of communication. | * use of written and oral forms of communication. | ||
{{infobox5|list1={{i5link|a=[[Informal communication]]}} — {{i5link|a=[[Advantages of teamwork]]}} — {{i5link|a=[[Breakout session]]}} — {{i5link|a=[[Informal groups]]}} — {{i5link|a=[[Communication with stakeholders]]}} — {{i5link|a=[[Communication in management]]}} — {{i5link|a=[[Process of business communication]]}} — {{i5link|a=[[Customer service office]]}} — {{i5link|a=[[Meeting space]]}} }} | |||
==References== | ==References== | ||
* Hambley, L. A., O’Neill, T. A., & Kline, T. J. (2007). ''[http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.468.3696&rep=rep1&type=pdf Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes]''. Organizational [[behavior]] and human decision processes, 103(1), 1-20. | * Hambley, L. A., O’Neill, T. A., & Kline, T. J. (2007). ''[http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.468.3696&rep=rep1&type=pdf Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes]''. Organizational [[behavior]] and human decision processes, 103(1), 1-20. | ||
* Luft, J., & Ingram, H. (1955). ''The Johari Window Model''. West, R. and Turner, LH (2009) Understanding Interpersonal Communication: Making Choices in Changing Times. USA. Wadsworth Cengage Learning. | * Luft, J., & Ingram, H. (1955). ''The Johari Window Model''. West, R. and Turner, LH (2009) Understanding Interpersonal Communication: Making Choices in Changing Times. USA. Wadsworth Cengage Learning. | ||
[[Category:Group work]] | [[Category:Group work]] | ||
[[pl:Styl komunikacji w zespole]] | [[pl:Styl komunikacji w zespole]] | ||
Latest revision as of 05:41, 18 November 2023
Team communication style depends on the project team which consists of people with different specific traits, personality and needs. Knowing the team members and theirs communication styles improve the efficiency of the whole team.
Communication styles according to J. Luft and H. Ingram - Johari Window Method
This method identifies four personality types: open, hidden, unknown, and blind. In project management, based on these types following communication styles stands-out:
- open - team members, which can easily reveal information about themselves and their work; actively looking for new messages
- closed - refers to a person reluctant to seek, but also reveal new information
- hidden - defines someone who rarely reveals information which he has, and which is constantly looking for (is the perfect confidant of secrets)
- blind - describes team members, from whom you can learn a lot, but who themselves are not looking for information, because it seems to them that they know all.
"Open" and "hidden" seek to gain most detailed information, which is to help them in decision making. "Closed" and "blind" does not seek information, enough for them is only the necessary information "given on a platter".
"Open" and "blind" freely share their knowledge, and therefore can reveal and disseminate information they should not.
"Close" and "hidden" does not have the need to share news, they are not satisfied with disclosures..
Some of the situations and characteristics of participants of the communication process can weaken it: They are:
- sender features - inconsistent or contradictory messages, unwillingness to communicate and lack of credibility,
- recipient features - lack of listening habits and prejudices,
- differences in perception of the sender and receiver,
- environmental factors - noise and congestion.
Rules of effective communication
- the formulation of communication in management in a way that is understandable for members with different views and experiences,
- mastery of emotional reactions,
- minimizing discrepancies between verbal and non-verbal messages (gestures, clothing and attitude consistent with the content words),
- enhancing mutual trust,
- effective use of meetings of participants of the project (integration),
- use of written and oral forms of communication.
| Team communication style — recommended articles |
| Informal communication — Advantages of teamwork — Breakout session — Informal groups — Communication with stakeholders — Communication in management — Process of business communication — Customer service office — Meeting space |
References
- Hambley, L. A., O’Neill, T. A., & Kline, T. J. (2007). Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes. Organizational behavior and human decision processes, 103(1), 1-20.
- Luft, J., & Ingram, H. (1955). The Johari Window Model. West, R. and Turner, LH (2009) Understanding Interpersonal Communication: Making Choices in Changing Times. USA. Wadsworth Cengage Learning.
