در این ارائه روی موضوعات مهمی در کارتیمی از جمله ارتباط مؤثر ، هدف گذاری ، بازخورد و چرخه بازخورد ، تضاد منافع تمرکز شده است

1. Teamwork
‫زندگی‬ ‫فعالیت‬ ‫هر‬ ‫به‬ ‫ورود‬ ‫برای‬ ‫ضروری‬ ‫مهارتی‬

2. Agenda
Effective Communication
Functions of Communication, The Communication Process,
Communication Fundamentals, Key Communication Skills
01
6 Thinking Hat02
GOAL
SMART
03
1

3. Agenda
Team Building
Forming , Storming, Norming, Performing
04
Conflict Management05
SCRUM
Agile Manifesto, TimeBox, Daily Scrum, Retrospective, Sprint
06
2

4. ‫تیمی‬ ‫کار‬
‫در‬‫این‬‫دوره‬‫بر‬‫آن‬‫هستیم‬‫با‬‫بازبینی‬‫و‬‫باز‬‫تعریف‬‫مفاهیم‬‫پایه‬‫و‬
‫همچنین‬‫انجام‬‫تعدادی‬‫تمرین‬‫گروهی‬‫بتوانیم‬‫با‬‫خودمان‬‫روراس‬‫ت‬
‫تر‬‫شویم‬‫و‬‫نقاط‬‫قوت‬‫و‬‫ضعف‬‫های‬‫احتمالی‬‫خود‬‫را‬‫بیشتر‬‫بش‬‫ناسیم‬
‫آمدید‬ ‫خوش‬ ‫تیمی‬ ‫کار‬ ‫های‬ ‫توانمندی‬ ‫افزایش‬ ‫دوره‬ ‫به‬

5. Effective Communication
20 Min

6. Functions of Communication
Control
Motivation
Emotional Expression
Information

7. The Communication Process
Receiver
Feedback
DecodingChannelSource Encoding

8. Communication Fundamentals
Direction
Downward
Upward
Crosswise
Networks
Formal vs. Informal

9. Communication Networks
Chain Wheel All Channels

10. Filtering Selective Perception Emotions Language
Barriers to Effective Communication

11. ‫بدون‬ ، ‫مثبت‬ ‫دید‬ ‫با‬ ‫بازخورد‬ ‫ارائه‬ ‫توانایی‬
‫متهم‬ ‫و‬ ‫زدن‬ ‫انگ‬ ‫بدون‬ ، ‫شخصیتی‬ ‫تخریب‬
‫خصوصیت‬ ‫سری‬ ‫یک‬ ‫به‬ ‫فرد‬ ‫کردن‬
Feedback
‫کم‬ ‫بدون‬ ، ‫قضاوت‬ ‫بدون‬ ‫شنیدن‬ ‫توانایی‬
‫عجله‬ ‫بدون‬ ، ‫فرض‬ ‫پیش‬ ‫بدون‬ ، ‫حوصلگی‬
Listening
، ‫کنایه‬ ‫بدون‬ ، ‫شفافیت‬ ‫با‬ ‫ارائه‬ ‫توانایی‬
‫حاشیه‬ ‫ایجاد‬ ‫بدون‬ ‫و‬ ‫مختصر‬ ‫و‬ ‫موجز‬
Presentation
Key Communication Skills

12. Hearing Focusing on the message Comprehending and
interpreting
Remembering Responding
Stages of the Listening Process
Analyzing and
Evaluating

13. Psychological barriers
Poor Motivation
Selective Listening
Personal Reactions
Barriers to Active Listening
Environmental barriers
Physiological barriers
Negative Listening Attitudes

14. Positive vs. Negative Feedback
Positive feedback fits what most
people wish to hear and already
believe about themselves
Subjective impressions carry
weight only when they come from
a person with high status and
credibility
Positive feedback is more readily
and accurately perceived than
negative feedback
Negative feedback is most likely
to be accepted when it comes
from a credible source if it is
objective in form
Feedback Skills

15. Focus on specific
behaviors
Keep feedback impersonal Keep feedback goal
oriented
Direct feedback toward
behavior that is
controllable by the
recipient
Ensure understanding
Developing Effective Feedback Skills
Make feedback well
timed

16. Preparation / Planning is the
first step on the ladder to
success
01
Aspects in the development of
a good presentation02
Audience Centered (Audience)
03
“I want (who) to (what) (where, when and how) because (why)”
Presentation Skills
 Self Centered (Self)
 Subject Centered (Material)

17. Effective Communication
Overview what You learned in this section
2 Min

18. 6 Thinking Hat

19. Six Thinking Hats

20. Six Thinking Hats
What do you
feel about
the
suggestion?
What are
your gut
reactions?
What
intuitions do
you have?
Don’t think
too long or
too hard.
The
information
seeking hat.
What are the
facts?
What
information
is available?
What is
relevant?
When
wearing the
white hat we
are neutral
in our
thinking.
The
sunshine
hat.
It is positive
and
constructive.
It is about
effectivenes
s and getting
a job done.
What are the
benefits, the
advantages?
The caution
hat.
In black hat
the thinker
points out
errors or pit-
falls.
What are the
risks or
dangers
involved?
Identifies
difficulties
and problems.
This is the
creative mode
of thinking.
Green
represents
growth and
movement.
In green hat
we look to
new ideas and
solutions.
Lateral
thinking
wears a green
hat.
The control
hat,
organising
thinking
itself.
Sets the
focus, calls
for the use of
other hats.
Monitors and
reflects on
the thinking
processes
used.
Blue is for
planning.

21. THINKING HAT
Overview what You learned in this section
30 Min

22. GOAL
SMART

24. SMART
Goal Specific goals answer the following questions:
Who: Who is involved?
What: What do I want to accomplish?
Where: Identify a location.
When: Establish a time frame.
Which: Identify requirements/constraints.
Why: Specific reasons, purpose or benefits of accomplishing
the goal.
Specific

25. SMART
Goal To determine if your goal is
measurable, ask questions
such as
How much?
How many?
How will I know when it is
accomplished?
Measurable
The goal is “do-able”
It is action-oriented
It is “within reach” of
mortals!
Amay also stand for
Action-oriented and that
requires action verbs in the
goal!
Attainable

26. SMART
Goal The goal must be an
objective toward which you
are both willing and able to
work.
Again, it must be “do-able”
People must believe it can
be accomplished
Realistic
You should establish a
timeframe
The timeframe must be
realistic
Everyone needs to know the
timeframe…make it public
Tmay also represent
Tangible in that you can
experience it with one of
your senses
Timely

27. GOAL
Overview what You learned in this section
10 Min

28. Team Building

29. The Way To The Future
TEAM Building
The Ability of Leadership

31. Cross-Functionall Member
Multi-Skill Member
Self-Organaize Member
Powerfull Member
SMART Goal
GOAL
Pigmalyion Effect
Target Oriented Approach
TEAM
Should have

32. No Motherhood statemante
Standard
Transparancy
Regard & Respect
Friendly Climate
Same view point to target
Union Behavior
TEAM
Should have

33. Target and Award per Step
Target
Same Support
Same Behavior
Powerful Leadership
Leadership
Per Member and his/her
attitude external support
External Support
TEAM
Should have

34. Team Building
Overview what You learned in this section
5 Min

35. Conflict Management

36. Conflict Type
Entrepreneurship
Migration
PhD/Work
Intrapersonal
Conflict
occurs within an
individual.
Intrapersonal
refers to a conflict between two
individuals. This occurs typically
due to how people are different
from one another
Interpersonal
is a type of conflict that happens
among individuals within a team.
Intragroup conflict
takes place when a
misunderstanding arises among
different teams within an
organization
Intergroup conflict

37. Conflict Origins
Knowledge and
experience
Differences
Goal
Differences
Role Definition
In Team
Differences
Motives /
interests
Differences

38. Conflict Origins
Personality
Differences
Principles/values
Differences
Cultural
Differences

39. Who is More deserving
Of Special Award in your Team ?
20-30 Min

40. Conflict
Handling
Style

41. Who is More deserving
Of New Gift in your Team ?
10 Min

42. The Five Steps to Conflict Resolution
The more information you have about the cause of the
conflict, the more easily you can help to resolve it
Identify the source of the conflict
Often, it is not the situation but the perspective on the situation that
causes anger to fester and ultimately leads to a shouting match or
other visible—and disruptive—evidence of a conflict
Look beyond the incident
After getting each party’s viewpoint on the conflict, the next step is to
get each to identify how the situation could be changed. Again,
question the parties to solicit their ideas: “How can you make things
better between you?”
Request solutions
You are listening for the most acceptable course of action
Identify solutions both disputants can support
The mediator needs to get the two parties to shake hands
and agree to one of the alternatives identified in Step 4
Agreement
01
02
03
04
05

43. Mediation Arbitration

44. Conflict Management
10 Min
Overview what You learned in this section

45. Thank you
AzizBanihashemi
AzizBani