Se ha denunciado esta presentación.
Utilizamos tu perfil de LinkedIn y tus datos de actividad para personalizar los anuncios y mostrarte publicidad más relevante. Puedes cambiar tus preferencias de publicidad en cualquier momento.

Improving Project Team Communication - Smith Culp Consulting

566 visualizaciones

Publicado el

Improving Project Team Communication. Who is responsible for team communication?

Publicado en: Educación
  • Sé el primero en comentar

Improving Project Team Communication - Smith Culp Consulting

  1. 1. Improving Project Team Communication
  2. 2. • Who is responsible for project team communication?  Project Manager  Project Team Polling Question
  3. 3. “The two words ‘information’ and ‘communication’ are often used interchangeably, but they signify quite different things. Information is giving out, Communication is getting through.” ---SydneyJ. Harris
  4. 4. • Personality styles of the people involved • Technology - Available and Preferred • Logistics - Who, How Many, Where • Culture - Organizational Protocol, Generational Preferences Communication Influencers
  5. 5. Personality Style Influences on Communication
  6. 6. We live in a human world
  7. 7. And everyone sees the world differently
  8. 8. We are different! Thoughts, Values, Personalities!
  9. 9.  Understand yourself  Understand others  Speak their language Science tells:
  10. 10. How to understand self and others?
  11. 11. Isabel Myers Katharine Briggs translate the theory into practice and create MBTI – Myers-Briggs Type Indicator proposes the theory of psychological subtypes MBTI is one of the possibilities Carl Jung
  12. 12. E P F N I S T J Extraversion Sensing Thinking Judging Introversion iNtuition Feeling Perception EI SN TF JP MBTI Type Preferences The direction we focus our attention & energy The way we take in information The way we make decisions The way we act in the outer world Process vs. Closure Flexibility vs. Structure Communication Preference
  13. 13. Extraversion - Introversion Preference Influences Team Communication
  14. 14. I is focusing on the internal world: thoughts, emotions, experiences E is focusing on the outside world: other people, events, actions, things Extravert (E) Introvert (I) EI SN TF JP The direction of our attention and energy Extraversion & Introversion
  15. 15. EI SN TF JP Extravert
  16. 16. E is energetic and prefers to act EI SN TF JP
  17. 17. EI SN TF JP E prefer to be surrounded by people
  18. 18. E seeks out interactions EI SN TF JP
  19. 19. E needs to speak and be heard EI SN TF JP
  20. 20. Extraverts – Talk it Out • Prefer to communicate by talking • Think out loud; talk through ideas • Learn by doing or discussing • Have broad interests • Sociable and expressive • Readily take initiative in work and relationships • Recharge by interacting with others Extraversion Preference
  21. 21. EI SN TF JP Introvert
  22. 22. I keeps energy and enthusiasm inside EI SN TF JP
  23. 23. I needs time to reflect and focus EI SN TF JP
  24. 24. I needs peace and quiet EI SN TF JP
  25. 25. Introverts – Think it Through • Prefer to communicate in writing • Think through ideas, then talk • Learn best by reflection, mental practice • Focus in depth on their interests • May be seen as private and contained • Take the initiative when the issue is very important to them • Use quiet time to recharge Introversion Preference
  26. 26. Where do you focus your attention and energy? E_____________________________I Extraversion or Introversion
  27. 27. Extraverts  Are accessible, get people involved  More likely to show enthusiasm, energy  Readily engage others in discussion of ideas  More likely to interact with team members Introverts  Seen as good listeners  Think things through before acting  Present well thought out ideas  Generally appear calm and focused Strengths That Can Help Team Communication
  28. 28. Extraverts Thinking out loud can confuse others May not give Introverts time for internal processing May act without internal reflection May vent emotions without considering effects on others Introverts  May continue to think when it is time to speak  May be excited about project or task but less likely to express it  Internal processing excludes others’ input  “Out of the Blue” decisions Weaknesses That Can Impact Team Communication
  29. 29. Technology, Logistics & Culture Influences on Team Communication
  30. 30. • Has the technology advancement and availability of smart phones, e-mail, teleconferencing, etc. increased project communications effectiveness? Yes No Polling Question
  31. 31. • Treat it like a document not a conversation • Not for detailed, multi-party problem solving • Use for direct one-way or two-way info sharing • Use concise headings and text; put additional info in attachments • Balance e-mail with phone and face-to-face communication (verbal & non-verbal communication) Improving E-mail Communication
  32. 32. • Extraversion Identifyers – Conversational – May not be clear – are they giving directions or brainstorming? – Exclamation points/emoticons TIP: Review to ensure that all wording is necessary and that intent and response required is clear • Introversion Identifyers – Brief – May leave impression that they are not inviting input – Prolific/Strong when issue is of great importance. TIP: Review to ensure that brevity is not misinterpreted and that desired level of input/response is stated Tips - “Type In/Typing” Emails
  33. 33. • Send out agenda and any handouts or information well ahead of time. • Take roll call, introduce new parties as they join. • Clarify roles, agenda, and groundrules. • Designate note taker, get notes out immediately. Improving Conference Calls
  34. 34. • Identify self when speaking, address others by name. • Set time limits for speaking. • Keep background noise down (paper, phones, etc.). Mute phone when not speaking. • Use Round Robins to balance Extravert/Introvert participation. • Say if you need to leave the call. Improving Conference Calls
  35. 35. • Get agreement on agenda and groundrules at start • Define decision-making process at the start • Review agreements at key points in meeting • Check in regularly with the group, redirect focus back to agenda and groundrules if necessary • Listen when concerns are expressed • Ensure balanced participation • Follow through ASAP with clear documentation of meeting actions, decisions and minutes Improving Meeting Communication
  36. 36. • One person speaks at a time, no interruptions and no side conversations • Raise your hand if you can’t get a word in • Respect others’ points of view, focus on the issue not the person • Disagree without being disagreeable • Speak up if the meeting or topic is getting off track • If you don’t agree, speak up before moving to next item • Speak up if you have a comment, suggestion or concern • Turn cell phones off/or to vibrate (take calls outside room if critical) • Be on time after breaks • Everyone is responsible for reinforcing the groundrules Example Groundrules
  37. 37. • Clear statement of problem/opportunity • Allow silent time to record ideas individually • Write ideas verbatim on flipchart • Collect ideas one at a time “Round Robin” to balance participation of Extraverts/Introverts • Prohibit censoring of ideas • Allow clarification period • Combine similar ideas “Round Robin” Brainstorming
  38. 38. Speak in their language. And they will hear.
  39. 39. 1. The Lead Dog Has The Best View – Leading Your Project Team to Success – Gordon Culp & Anne Smith – ASCE Press 2. Project Team and People Management I & II Webinar Series – Anne Smith – www.asce.org On Demand Webinars 3. MBTI – Understanding Self and Others - Elena Luctina (select slides used with permission) 4. Type Talk at Work – Otto Kroeger and Janet Thuesen – Dell Publishing References & Acknowledgements
  40. 40. Anne Smith, P.E. anne@smithculp.com www.linkedin/in/annesmith123 @annesmithculp smithculp.com Youtube.com/smithculp 702-360-1120 Got Questions?

×