Talking their language

1999 ◽  
Vol 5 (2) ◽  
pp. 78-81 ◽  
Author(s):  
Jocelyn Ryder‐Smith
Keyword(s):  
Team Members ◽  
Good Communication ◽  
Team Conflict ◽  
Team Working

Good communication is crucial for effective team working. A failure to understand and value personal differences in style and approach often blocks good communication and leads to unnecessary team conflict. The article outlines key elements of a framework for understanding different personalities and priorities in a way which enables team members to recognise profound difference and its value and to “talk each other’s language” to unblock sticking points and conflict. The article recognises we all use all the ways of working but have preferences among them. It describes first those who prefer to work with logic and practicality; second, those primarily interested in relationships and practicalities; third, those focusing first on logical options, and fourth, people who care most about vision and values for people. Understanding and working with these differences enables better communication and better decisions.

Influential Factors for Team Reflexivity and New Product Development

2017 ◽  
Vol 48 (3) ◽  
pp. 20-40 ◽  
Author(s):  
Wann-Yih Wu ◽  
Adriana A. Amaya Rivas ◽  
Ying-Kai Liao
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Influential Factors ◽  
Relationship Conflict ◽  
Cognitive Fit ◽  
Team Members ◽  
Team Conflict ◽  
Management Perspective ◽  
Cognitive Fit Theory

Despite the important influence of team reflexivity on new product development (NPD) success, a thorough analysis of its key antecedents, mediators, and moderators is lacking in the literature. Using cognitive fit theory, knowledge management perspective, justice theory, and self-verification theory, this study proposed that existing knowledge, task familiarity, and procedural justice are three of the vital factors that lead to NPD success by encouraging team reflexivity. This study also examined the effects of team conflict on team reflexivity and NPD success. Survey data were collected from 254 NPD team members, and these data were then analyzed using the PROCESS Macro from SPSS and the partial least squares (PLS) approach. The results of this study showed that the three aforementioned factors play a significant role in NPD success. The importance of team conflict was then examined, and the results showed that when relationship conflict is higher, the effect of team reflexivity on NPD success tends to be weaker.

Talking with families and children about the death of a parent

2015 ◽  
Author(s):  
Mari Lloyd-Williams ◽  
Jackie Ellis
Keyword(s):  
Palliative Care ◽  
Conflict Management ◽  
Interprofessional Communication ◽  
Team Members ◽  
Good Communication ◽  
Palliative Care Consultation ◽  
Death Of A Parent ◽  
Care Consultation ◽  
Provider Outcomes ◽  
Structured Communication

Patient and provider outcomes are significantly related to the effectiveness of interprofessional communication Good interprofessional communication includes adopting an attitude of curiosity, recognizing that communication happens at several levels simultaneously, and acknowledging the importance of skilful conflict management. Barriers to good communication among interdisciplinary team members include team organization, provider hierarchy, and professional identity. Optimal communication among palliative consultants and other clinicians requires expert consultation etiquette, and overcoming particular challenges faced by palliative care consultants including the high emotion often accompanying palliative care consultations and the often contrasting assessment of the patient’s needs by the consulting and referring clinicians. The chapter describes how to use structured communication tools, designated forums for discussion, flattened hierarchy, and an open, no-fault culture, along with five core principles for good communication in palliative care consultation: curiosity, humility, transparency, clarity, and judiciousness. Palliative care plays a key role in optimizing interprofessional communication.

scholarly journals The Effect of Diversity towards Team Conflict and How Emotional Intelligence Role as Moderating Variable in Improving Team Performance: A Theoretical Study

2021 ◽  
Vol 04 (11) ◽  
Author(s):  
Setria Feri ◽  
Keyword(s):  
Emotional Intelligence ◽  
Team Performance ◽  
Organizational Support ◽  
Negative Impact ◽  
Negative Effects ◽  
Team Processes ◽  
Team Members ◽  
Team Conflict ◽  
Values And Beliefs ◽  
Relationship Of

This article is a literature review that discusses the effect of diversity on the occurrence of team conflict and how emotion al intelligence role as a moderating variable to improve team performance. Diversity may trigger relationship conflicts within the team that affect their performance. However, not all diversity has a negative impact if the organization concerned can create a cohesiv e team. Team members with higher levels of expertise on the team should be given more influence over team processes and outcomes. Organizational support and openness have different effects on the relationship of diversity to the occurrence of conflict within the organiz ation. The emotional intelligence of team members was found to play an important role in reducing the negative effects that might be trigg ered by diversity. Emotionally intelligent team members are generally more capable of dealing with differences. Thus, they are more aware of the creative potential of their different thoughts, values, and beliefs. In conclusion, one of the efforts to improve team performance is to reduce or prevent conflicts within the team through emotional intelligence.

scholarly journals Time Pressure and the Extent of Homophily in the Workplace Communications of A/E Design Teams

2021 ◽  
Vol 10 (2) ◽  
Author(s):  
Lindsey Walker ◽  
Bryan Franz
Keyword(s):  
Time Pressure ◽  
Building Design ◽  
Physical Distance ◽  
Project Teams ◽  
Communication Media ◽  
Project Schedule ◽  
Email Communication ◽  
Team Members ◽  
Face To Face ◽  
Team Working

Workplace collaboration depends on communication and is critical in building design. For large, highly diverse teams, such as those found in architecture and engineering (A/E) who work under timebased deadlines, homophily—or the tendency to seek interactions with others of similar backgrounds and values—can play a role in how individuals communicate. Homophily is potentially damaging to teams that must coordinate information from a diverse membership, since communication may become less likely to occur across disciplines. Therefore, this research examines the extent to which a sampled A/E team exhibits homophily in their information exchanges across multiple communication media, when under the moderating effect of two different levels of time pressure. The study uses a social network analysis of the communication patterns in an 18-member studio team working for a national A/E firm located in the southeastern United States. The results show some evidence of homophily as a predictor of information exchanges when controlling for the hierarchical ties within the studio team and the physical distance between its members in the office. In a low time pressure work environment, face-to-face communication was more likely when members were of the same gender. This effect was not present when the team was under high time pressure, where face-to-face interactions were instead more likely between members of the same discipline. Homophily in phone communication was found in the generational similarity of team members, regardless of time pressure. There was little evidence that homophily was a predictor of email communication. These results have implications for the design of studio workplaces that support information-rich interactions, the assignment of individual designers to project teams that are more likely to interact with co-workers from different backgrounds, and organizational policy regarding the use of specific communication media based on the project schedule and time pressure.

South Australian Divisions of General Practice supporting diabetes care: insights from reporting data

2010 ◽  
Vol 16 (1) ◽  
pp. 60 ◽  
Author(s):  
Cecilia Moretti ◽  
Elizabeth Kalucy ◽  
Ann-Louise Hordacre ◽  
Sara Howard
Keyword(s):  
General Practice ◽  
Diabetes Care ◽  
Data Sources ◽  
Standards Of Care ◽  
Team Members ◽  
Good Communication ◽  
Annual Survey ◽  
And Performance ◽  
Team Functioning ◽  
Reporting Data

The study used public reporting data supplied by the South Australian Divisions of General Practice to examine their role and significance in supporting diabetes care in general practice. Data sources included the Annual Survey of Divisions 2002–07, and Divisions 12-month reports against National Performance Indicators for 2006–07. Results showed that Divisions combine collaboration, practice support and GP education approaches to support optimal diabetes care within general practice. Divisions commonly described their collaborative achievements in terms of connecting general practice with other diabetes providers, services, information and resources. Practice support and educational activities, which were highly interrelated, often focussed on strengthening use of chronic disease Medical Benefit Schedule items, practice nurse roles and computer and information management systems. In this way, Divisions strengthened primary care team functioning to achieve good communication and consistent standards of care between team members. Divisions detailed a range of strategies that worked well in delivering these practice-level outcomes, with implications for wider Network learning and development. These publicly available data sources provide scope for decision makers and researchers to explore other aspects of Divisions’ roles and performance.

Communication and Conflict Resolution in the Workplace

2019 ◽  
Vol 13 ◽  
pp. 25-46
Author(s):  
MARK DIRIKORIGHA SALVATION
Keyword(s):  
Performance Appraisal ◽  
Communication Skills ◽  
Team Building ◽  
Effective Communication ◽  
Team Work ◽  
Work Team ◽  
Team Members ◽  
Good Communication ◽  
Performance Teams ◽  
The Right

Good communication is required to build and maintain mutual relationship in project teams. This is because effective communication can enable a work team to achieve their goals. This stems from the fact that when the employees understand the management expectations and target goals, they will be able to do their work task based on the required standard. Also, effective communication is critical to the success of team work because the ability to work together without issues is determined by conveying the right information at the right. However, despite the crucial role played by effective communication in a productive work environment, it was found that Matrix Coating Resource Sdn Bhd (MCR) often experience communication issues among the workforce and this result to workplace conflict and employee relationship issues. It was on this note that this consultancy project critically examined the communications and employee relationships practices of MCR in order to determine key areas required to improve project tasks completion. A sample of 50 respondents were chosen from the workforce using both interview and questionnaire instruments. The study found that the staff of Matrix often experience communication issues and this leads to disagreements and misunderstanding among the workforce. This is because proper communication using appropriate channel can help to ease both the number and severity of workplace conflicts. Driven by this, it was proposed that the management of Matrix should do well to employ people with solid communication skills because this will allow them to work together cohesively and professionally, address the issue through training exercises and behaviour modeling. It should conduct constant training programmes especially for the new staff so as to improve their ability to communicate clearly and concisely with colleagues and work team members, include communication skills in the appraisal of employees’ performance and tie the organization’s objectives into performance appraisal so as to achieve the goals of the company and develop team building exercises to strengthen intra-office relationship. This is because high performance teams often become more cohesive overtime as they gain experiences working and communicating with other teams in the workplace. Therefore, exciting activities such as informal networking groups, team exercises and others so as to enable the staff to work together in a cohesive way. The team building process will allow the team members to learn the best ways to work together through team experience without issues.

Quality of care improvements resulting from a model of care that incorporates the primary clerk into the care team.

2017 ◽  
Vol 35 (8_suppl) ◽  
pp. 122-122
Author(s):  
Jennifer Anne Cox ◽  
Caroline Hamm
Keyword(s):  
Quality Of Care ◽  
Essential Element ◽  
Cost Savings ◽  
Care Team ◽  
Model Of Care ◽  
Team Members ◽  
Team Working ◽  
Team Interactions ◽  
Primary Nurse

122 Background: One common model of care within the oncology outpatient clinic setting is composed of the physician and primary nurse. We propose that the quality of care provided to oncology patients can be improved in this setting by incorporating the primary clerk into the care team, working in the same office space with the physician and nurse. Methods: Three care teams operating under the new model of care were observed during oncology outpatient clinics periodically from February 2016 to May 2016. The primary clerk’s interactions with the other team members were recorded, along with other tasks completed by the clerk that did not require team interactions but impacted quality of care. Data was later complied and organized into four domains that impacted the quality of care provided to patients. Results: The contributions to the care team by the primary clerk include improved clinic flow (e.g., ensuring treatment orders are inputted by the physician), patient convenience (e.g., identifying regularly scheduled blood work that is no longer necessary), patient safety (e.g., identifying patients scheduled for treatment with rituximab that have not had the required Hepatitis B & HIV screening), and hospital flow (e.g., preventing additional workload in the hospital laboratory by identifying when lab work can be combined in already scheduled appointments, and rescheduling clinic visits when results are not yet ready, which translates into time and cost savings to the hospital). Conclusions: As a result of the enhanced quality of care delivered, it is recommended that this model of care be adopted in the place of the traditional model, which lacks the essential element of interaction between the primary clerk and the rest of the care team.

The Socio-Technical Virtual Organisation

2009 ◽  
pp. 147-169
Author(s):  
Rob Smith ◽  
Rob Wilson
Keyword(s):  
Grid Computing ◽  
Virtual Teams ◽  
Virtual Team ◽  
Team Members ◽  
Common Resources ◽  
Team Working ◽  
Virtual Organisation

Flexible and remote working is becoming more and more widespread. In particular, virtual team working is growing rapidly. Although virtual teams have attracted the attention of many researchers, until recently little investigation had been carried out specifically on what impact trust – a key element in favouring cooperation among team members – has on the performance of such teams. In the authors’ opinion Grid computing, through the collaborative nature of the technologies employed, provides an opportunity to build trust through the sharing of common resources and the enabling of rich communications.

scholarly journals The impact of negative mood on team performance

2006 ◽  
Vol 12 (2) ◽  
pp. 131-145 ◽  
Author(s):  
Peter J Jordan ◽  
Sandra A Lawrence ◽  
Ashlea C Troth
Keyword(s):  
Team Performance ◽  
Detrimental Effect ◽  
Negative Mood ◽  
Poor Performance ◽  
Theory And Practice ◽  
Team Processes ◽  
Team Members ◽  
Team Conflict ◽  
The Impact ◽  
The Relationship

ABSTRACTAlthough organisations often implement team-based structures to improve performance, such restructuring does not automatically ameliorate poor performance. The study in this article explores the relationship between team members' negative mood and team processes (social cohesion, workload sharing, team conflict) to determine if negative mood has a detrimental effect on team performance via team processes. Two hundred and forty one participants completed surveys and were involved in an independently rated performance task that was completed over eight weeks. Negative mood was found to influence team processes and as a consequence, team performance. The results, however, were not uniformly negative. Implications for theory and practice are discussed.

Investigating the relationships among team emotional intelligence, trust, conflict and team performance

2019 ◽  
Vol 25 (1/2) ◽  
pp. 120-137 ◽  
Author(s):  
Azadeh Rezvani ◽  
Rowena Barrett ◽  
Pouria Khosravi
Keyword(s):  
Emotional Intelligence ◽  
Team Performance ◽  
Construction Projects ◽  
Large Scale ◽  
Scale Construction ◽  
Project Teams ◽  
Content Type ◽  
Team Members ◽  
Team Conflict ◽  
The Relationship

PurposeThe purpose of the study is to enhance understanding of the relationships among team emotional intelligence (EI), trust in team, conflict in team and team performance.Design/methodology/approachA sample of 389 team members from 84 project teams in large-scale construction projects was surveyed.FindingsFindings showed that team EI is positively associated with team performance. In addition, trust and conflict in the team mediate the association between team EI and team performance.Practical implicationsThe ability to perceive one’s own and others’ emotions significantly increases the likelihood of team performance by increasing trust in a team and reducing conflict. Therefore, managers can use these findings to boost team performance and reduce conflict in their teams.Originality/valueThis research contributes to the better understanding of the relationship between team EI and team performance in large-scale construction projects. In addition, this research is an empirical investigation into the mediation variables linking EI to team performance.

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