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1. Module Homepage: www.comp.dit.ie/dgordon/courses/communications/index.html http://modulecatalogue.hosting.heanet.ie/catalogue/modules/BUSN1110/ Contact me: Colman McMahon cajmcmahon@gmail.com

2. Class Notes • Assignment • Due 09 December, 2009 • 09 December, 2009 - Internship programme lecture • Mark Deegan and Paul Doyle, DIT School Of Computing • KA 3-011 @ 11AM • Attendance mandatory • 11 December, 2009 • No lecture (make-up session next week) • 14 & 16 December, 2009 • Assignment Presentations • Mandatory • Random selection

3. Today’s lecture... Team Building (2)

4. Team Building (2) - Conflict • Members who don’t carry their weight • Team troublemakers • Creating a collaborative atmosphere • When team members can’t get along • Dealing with and preventing grievances • Termination

5. 6. Conflict - Overcoming Team Discord

6. 10. Overcoming Team Discord • Members Who Don’t Carry Their Weight • Let the Team Leader Fix It • Let Team Members Handle It • Team Troublemakers • People with Low Self-Esteem • Overly Sensitive Team Members • Team Members Who Can’t Keep Their Cool • The Information Hoarder • The Naysayer • The Know-It-All • The Prima Donna • The Peacock • The Obnoxious Colleague

7. Members Who Don’t Carry Their Weight • Let the Team Leader Fix It • Person may not have necessary basic skills • May not be using skills in right way • Low-level of personal expectations (minimum) • Performance management to raise standards • Establish a plan and timeframe • Personal problems

8. Members Who Don’t Carry Their Weight • Let Team Members Handle It • Encourage positive peer pressure • Review team expectations – ensure understanding • Conduct an exercise in team building Q. “What do you expect from your teammates?” Q. “What can they expect from you?” • Encourage team members to assist each other • Project Reviews – team & individual performance

9. Team TroublemakersPeople With Low Self-Esteem • More likely to complain about their failures rather than their successes • Rarely express contradictory opinions • Never volunteer to lead discussion • Only take charge of project when forced to • Leader must help build up self-esteem • Focus on member’s successes • Positive reinforcement for every achievement • Praise progress – be specific; use examples • Be positive to good ideas • Continuous reminders that they are respected and you have confidence • Make sure member can handle assignments • Provide training and coaching to ensure success

10. Team TroublemakersOverly-Sensitive Team Members • Most people can take constructive criticism • Some people resent any criticism • Slightest criticism causes defensiveness • Results in over-cautiousness and hesitation (which stifles productivity) • Leader must help them overcome their fears: • Assure them of their competency and judgement • Occasional errors are normal (“to err is human”) • Insist on prompt action and decisions

11. Team TroublemakersTemper, Temper… • Some workers scream at co-workers and superiors • May calm down quickly but upsets everyone (reduces productivity) • Leader must deal with temper tantrums • After person calms down, have heart-to-heart • Point out such behaviour is unacceptable • If another outburst occurs, sent person out of room • Make clear that next outburst will result in disciplinary action • Suggest counselling (or a meeting with HR)

12. Team TroublemakersInformation Hoarder • Some people hold on to information • Insecurity • Believe “know-how” makes them indispensable • Like to look good to boss • Results in stalled projects, errors, lack of trust, breakdown in team ethic • Leader must • Set up a system for information dissemination • Explain and require all team members to adhere to policy • Enforce policy firmly for sake of project

13. Team TroublemakersThe Naysayer • Some people oppose everything • Always some “good” reason for why things can’t be done • Very detrimental to team optimism • Reasons? • Real or perceived past mis-treatment • Long-term personality factors • Team leader must: • Address past wrongs or clear up misconceptions • Suggest professional help (outside scope of team leader) • Get them to express objections openly • Acknowledge their arguments • Persuade them to work with you to eliminate the problems they foresee • Be part of the solution rather than an additional problem

14. Team TroublemakersThe Know-It-All • If it’s not their idea, it isn’t going to work • Can have excellent background in the area • Leaders should: • Insist member prove their point – provide documentation (proof) to back-up statements • Have person do research based on their reservations and report on findings

15. Team TroublemakersThe Prima Donna • Some people think certain tasks are beneath them • In team situation, people should be prepared to share challenging and routine • Leaders should: • Rotate routine tasks among all members • Do own share of “drudge” work • Try to make work more enticing (let them get creative), e.g. work from home, tie in with more exciting assignment

16. Team TroublemakersThe Peacock • Some people love to strut and brag • Fine occaisionlly but not over and over • Leader should: • Give them deserved attention (eliminate their public displays) • Take time to listen • Don’t challenge in front of others (unless egregious) • Use their talents (and egos)

17. Team TroublemakersThe Obnoxious Colleague • Some people feel the need to be nasty, sarcastic, condescending, cruel, etc. • “That’s the stupidest idea I’ve ever heard!” • Team leader should: • Ask them to repeat comments – expose foolishness • Repeat comment then ask, “Did I hear you right?” • Ask for solutions, e.g. “How would you deal with it?”

18. Disagreements Between Team Members • Team members must be willing to work out their differences to ensure harmony • Team members should: • Listen without interrupting each other • Pause before responding (gives you chance to think) • Respond calmly (angry tone blocks your message). Anger generates anger, exacerbating disagreement • Back up your arguments (go off and get evidence if you have to) • Be willing to compromise – both may be right • If you can’t settle, bring it to team leader

19. When Team Members Hate Each Other (1) • Deep-seated, personal antagonisms • If situations are not addressed it will affect: • Work of antagonists • Morale of entire team • Team leader must step in and resolve

20. When Team Members Hate Each Other (2) • Find out why they dislike each other • Usually, bitter past conflict & stab in back • If possible transfer one or both to different departments • If transfer not possible, attempt to get them to make peace • If not successful – lay down the law! • “If this team is to succeed… Past is past… I’m demanding you work together professionally to meet our goals.” • If necessary, follow up with disciplinary action

21. Preventing Grievances • Very time (and energy) consuming • Give regular updates and feedback (+/-) • Encourage team members to participate in all aspects of planning and project work • Keep open mind about team member’s ideas • Only make promises you know you can keep • Be alert to minor irritations before they become serious dissatisfactions • Resolve problems as soon as possible after hearing about them • Can’t please everybody - so don’t bother trying • There are times to say “no” to team members • Don’t be afraid to do so

22. 8. Conflict – Termination

23. 8. Identify the Problems • Problems are going to happen no matter what you do • Failing members – failing teams • Happens slowly over time • Look for early indicators • “An ounce of prevention is worth a pound of cure”

24. 8. Members Signal Problems • Drop in productivity • Decline in quality • Increase in absence and lateness • Change from positive to negative attitude

25. 8. Team Signals Problems • Members put personal agenda ahead of team’s • Members pressured to go along with decisions they do not support • Some members start “coasting” • Some members start nit-picking everything • Some members fail to meet deadlines • Constant bickering

26. 8. Formal Action – Progressive Discipline • Six-step procedure to try and get employees back on track. • An informal warning or reprimand • A formal disciplinary interview • A written warning • Probation • Suspension • Termination To protect your company from potential legal problems, check any written correspondence with HR/legal before giving to team members.

27. 8. Effective Reprimands • When preparing to reprimand someone, to ensure the reprimand is conducted in the most effective manner, study the following guidelines: • Time the reprimand as soon as possible after the offence • Never reprimand when you are angry • Emphasise the what, not the who (don’t make it personal) • Begin by stating the problem then ask a questions (don’t begin by saying, “You’re always late!!!”) • Listen (ask questions and elicit information) • Don’t let interview descend into a confrontation • Encourage the team member to make suggestions for solutions • Provide constructive criticism • Never use sarcasm • End your reprimand on a positive note

28. 8. Termination – The Last Resort • Members should never be surprised when fired after progressive discipline • They were told at every step what the next step would be • Terminating employees must be done sensitively and with full awareness of legal issues (beyond scope of this lecture) • Usually an upsetting procedure for all parties Guidelines: • Review all documents so you are fully aware of all reasons and implications • Review past problems you have had and how you have dealt with them • Review any personal problems you are aware the member has • Review any problems you have had in firing other employees • Check company’s policy manual or discuss company rules with HR

29. 8. Termination – The Interview • Relax before the meeting. If you have done your job correctly you have given the person every chance to improve… no need to feel guilty • Do it diplomatically • Do not use as an opportunity to tell the person off – it is a business decision not personal • Use a private office or conference room • If person becomes belligerent or breaks down you can walk out • Most fired employees expect it and don’t cause problems • However, if they argue, keep cool and do not get into an argument • Good idea to have another person in meeting (witness) • HR or union representative • Keeps meeting on track • Future lawsuits and claims based on false statements

30. Today’s lecture... Team Building (2)

31. Recap… • Members who don’t carry their weight • Team troublemakers • Creating a collaborative atmosphere • When team members can’t get along • Dealing with and preventing grievances • Termination

32. Class Notes • Assignment • Due 09 December, 2009 • 09 December, 2009 - Internship programme lecture • Mark Deegan and Paul Doyle, DIT School Of Computing • KA 3-011 @ 11AM • Attendance mandatory • 11 December, 2009 • No lecture (make-up session next week) • 14 & 16 December, 2009 • Assignment Presentations • Mandatory • Random selection