COMM ASSESS VI

ffi Understanding Team DYnamics At his first day of work at Samsung, Shuntaro was assigned to a team that was developing

new solar energy panels. He noticed that other team members were an average of ten min-

utes late to the two staff meetings held that day. Although Alex wat the supervisor, the

other team members treated him no differently than anyone else; in fact, they sometimes

ridiculed Alex behind his back. The most influential member of the team was Hailey, who

although quiet and soft-spoken, seemed to wield the most power because of her knowledge

and experierrce. What Shuntaro was observing were team dynamics-the various factors

that determine what it feels like to belong to a team.

Team Roles r How you communicate with others in a team is a function of your role. Your role is the

consistent wayyou communicate with others on ateam. Your role is based on your expecta-

tions of yourself and the expectations others have of you. There is also evidence that your

p.rrorrulity and the personality characteristics of other team members have major influ-

.rr.., o, team role development.s6 AU five of our communication principles for leadership have an impact on the development of your role in a team. How aware you are of your be-

havior and the behavior of others has a major impact on your verbal and nonverbal mes-

sages. Your role develops as you listen and respond and as other team members listen and

respond to you, and as you adapt to the communication behavior of other team members' -Your

role is worked out as you balance your own expectations ofyourselfand the expec-

tations others have ofyou. Ifno leader has been assigned to a team you're part of, do you often take charge, or are you more comfortable blending in and taking directions from oth-

ers? Are you the one who makes sure the team gets the work done instead of just having a

good time? Muyb. you're the team member who seems especiaily gifted in managing con- flict and disagreement. Or, perhaps you have no tlpical pattern*your role depends on the group and who else is in the group. In business and corporate settings, your specific role may be prescribed by your job title or position. If you are the boss, you may be expected to

be the procedural leader and conduct meetings, set the meeting agenda, or assign people to

do certainjobs. But even ifyour position in the organization prescribes your role, there are still some roles that are shaped by the specific situation and job at hand. The roles people

assume in teams can be classified into three types'

TA.SK ROLES. Task roles are those behaviors that help the group achieve its goal and

accomplish its work gathering and sharing research with the group, taking minutes of meetings, and writing ideas on a chalk board are examples of task role behavior.

SOCIAL ROLES. Social roles focus on behavior that manages relationships and affects the

group climate; these roles help resolve conflict and enhance the flow of communication. Soothing hurt feelings and helping the group celebrate its accomplishments are examples of social role behavior.

INDIVIDUAL ROLES. Individual roles are those that focus attention on the individual rather than the group. These are roles that do nothelp the group; they emphasize individual

accomplishments and issues rather than those of the entire group. Dominating group dis- cussions to talk about personal issues or concerns, telling jokes that get the group offtrack, and constantly complaining are examples of individual roles.

Over sixtyyears ago, group communication scholars Kenneth Benne and Paul Sheats identi-

fied a list of group roles that remains a classic way of identiffing the group and individual roles that group and team members typically assume.sT Table 9.1 presents a summary of these roles.

As you look at the list of roles in Table 9.1, you may think to yourse[ "Yes that's what I usually do in meetings. That's the role I usually takei' And you can probably see roles that other team members usually take on. Most of us typically enact several roles when we collaborate with oth-

ers. Effective team members adapt their behavior to what is happening or needed in the gloup.

cxlpreR I Collaborating tn Teams

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Role the consistent way someone communicates with others in a team, based on the person's own expectations and what others on the team expect ofthe person.

Task roles behaviors that help a group achieve its goal and accomplish its work.

Social roles bohaviors that manage relationships and affect group climate; these roles help resolve conflict and enhance the flow of communication.

lndividual roles behaviors that focus attention on an individual rather than the group,

PABT THREE Collaboration Skills

TABLE 9.1

Task Roles

lnitiator/contributor

lnformation seeker

0pinion seeker

lnformation giver

0pinion giver

Elaborator

Coordinator

0rienter

Eva luator/critic

Energizer

Procedural technician

Recorder

SocialRoles

En cou ra ger

Harmonizer

Compromiser

Gatekeeper

Description

0ffers new ideas or approaches to the group; suggests ways of getting the lob done.

Asks for additional clarification, facts, or other information that helps the group with the issues at hand.

Asks group members t0 share opinions or express a personal point of view.

Provides facts, examples, statistics, or other evidence that relates to the task confronting the gr0up.

0ffers opinions or beliefs aboutwhatthe group is discussing.

Provides comments or examples t0 extend or add to the comments of others.

Clarifies and notes relationships among the ideas and suggestions that have been offered by others,

Summarizes what has occurred and seeks to keep the group focused on the task at hand.

Assesses the evidence and conclusions that the' group is considering.

Spurs the group to action by making comments to motivate the group to work harder.

Helps the group accomplish its goal by handling tasks such as distributing reports, writing ideas on a chalk board, or performing other tasks that help the group^

Makes a written record of the group's progress by writing down specific c0mments, facts, or the minutes of meetings.

Description

0ffers praise and support and confirms the value of other people and the ideas they contribute.

Manages conflict and mediates disputes between group members.

Hesolves conflicts bytrying to find an accept- able solution. Seeks new alternatives.

Encourages people who talk too much to contribute less and invites those who are less talkative to pa rticipate.

Example

"How about developing an agenda to help us organize our work?"

"Can anyone tell me how manytimes we have had to cancel our fall conference because of bad weather?"

"So, what do you all think of the new uniform that all ofthe service workers have been asked to wear?"

r "Within the past yeaI the Vice President for lnformation Technology has told us to use two different information management systems." "l think the new information technology policy will decrease our productivity."

"Jessica, that's a good point. The same thing happened to me when I worked for our main competitor two years ago."

"Travis, your ideas sound a lot like Sondra's suggestlon. Sondra, why don't you elaborate on youl hiea and we'll see if Travis agrees or disagrees with you."

"l think we're getting a bit off tra ck here. Let's go back to the issue on the agenda." "How recent are those statistics? I think there are newer figures for us to consider." "Come on, team. We can do it if we just keep at it! Don't stop now." "l'll write your ideas 0n the board. After the meeting, l'll copythem and summarize them in an email to each of you."

"l'lltake notes of today's meeting."

Example

"You're doing a great job. Thanks for working overtime on this project."

"Grover, you and Nicole seem to be agreeing more than you are disagreeing. Both of you wanl the same goal. Let's brainstorm some strategies that can help you both get what you want." "Muriel, you want us to meet at 7:00 pM, and Samantha, you'd like us to start at 8:00. What if we stafted at 7:30? Would that work?"

"Blair, we've not heard what you think. What do you suggest we do?"

oHAPTER I Collaborating in Teams

TAtsLE S,1

Follower

Emotion expresser

Group observer

Tension reliever

lndividual Roles

Aggressor

Blocker

Hecognition seeker

Self-confessor

Joker

Dominator

Special-interest pleader

Help seeker

What are the best or worst roles to assume? We recommend that you avoid assuming any individual role; by definition, these roles focus attention on an individual rather than the group. Groups need people to take on a balance oftask and social roles, not draw atten- tion to themselves.

What is the proper balance between task roles and social roles? Some experts recom- mend a 60:40 balance between task and social roles.ss What is clear is that groups seem to

operate most effectively when it's not all work and no play. Conversely, an out-of-balance group that focuses on just having a good time is not going to achieve its task goals. In gen-

eral, more of the groupt interactions should be about getting the work done than about having fun or managing the social climate-but dont forget to make sure that there are good working relationships among group members.59

Goes along with the suggestions and ideas of

Verbalizes how the group may be feeling about a

specific issue or suggestion.

Summarizes the group's progress or lack of pr0g ress.

Monitors stress within the group and offers

suggestions for breaks, using humor or other a ppro priate strategies.

Description

Deflates or disconfirms the status of other

group members or tries to take credit for the

work of others.

ls negative, stubborn, and disagreeable without

an apparent reason.

Seeks the spotlight by dwelling on his or her

personal accomplishments; seeks the praise of

others.

Uses the group as a forum to disclose personal

feelings and problems unrelated to the group's

task.

Wants to crack lokes, tell stories, and have fun instead of focusing on the task or what the group needs.

Tries to take control of the group, talks too

much, and uses flattery or aggression to push

his or her ideas on the group,

Seeks to getthe group to support a pet proiect

or personal agenda,

Seeks to evoke a sympathetic response from others. Often expresses insecurity stemming from feelings of low self-worth.

"l can supportthat option. You have summarized the issue aboutthe same way I see it."

"We seem to be frustrated that we are not

making more progress."

"we are making great progress on all of the issues except how much salary we should offer

the new person we've iust hired."

"Hey, whatwe need is a good laugh. Here's a

loke I sawonthe lnternettoday,"

Example

"Lee, your idea is awful. We all know that what

I suggested two meetings ago is clearlythe best option."

"l just don't like it. I don't have to tell you why; I

lust don't like it."

"l offered that suggestion two meetings ago l'm the one who usually makes things happen for this team."

"l'm not happy at home, so that's why I seem a

bit off atthis meeting. My kids are driving me $aly," "Hey, let's just go have coffee. Then l'll tell you

the gossip about Harvey in accounting. What a

nutcase ! "

"Now here's what we're going to do: Martin, you willtake notes today;Alice, you go get us some coffee; and Luke, I want you to just sit

there in case I need you to run backto my office to get the Simpson file." 1My boss would like it if we would support ttie

new downtown renovation project. I'll stand a good shot at a promotion if I can get you on board,"

" I'm not very good with people. I just feel like I don't relate well to others or have many

friends,"

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PART TliRrE Collaboration Skills

The best meetings do more than simply shovel piles of information at people. They provide an opportunity for discussion, on-task conversation, and on-point dialogue. lf a meeting is where people merely give speeches, then it's not a meeting*it's a speech. Susan Dochefi, whom we noted in the last chapter served as the leader of the United States sales, service, and marketing team at General Motors, abhors "speechy" meetings, especially meetings that overly rely on mind-numbing PowerPoint presentations. She notes,

I actively despise how people use PowerPoint as a crutch. I think PowerPoint can be a way to cover up sloppy thinking, which makes it hard to differentiate between good ideas and bad ideas. I would much rather have somebody type szme- thing longhand, send it in ahead of the meeting and then assume everybodyb read it, and then you starttalking, and letthem defend it.

The question from the beginning of the meeting

"- to the end of the meeting is, 'Have we added value: yes or no?" And I would say that if the meeting is mostly the presentation of a deck of PowerPoint slides, you conveyed information, but you didn't actually add value.t3

Make sure your meetings aren't merely occasions for peo- ple to give speeches. lf you're the meeting leader, develop an agenda that includes an opportunity for discussion. lf you're a meeting particlpant, gently and politely ask for a mem0 that summarizes key information, a policy summary, or data analysis beforethe meeting. There may be times when information needs to be shared with other members during the meeting; but if that's the primary function of the meeting, consider writing a memo, sending an email, shar- ing a podcast, or distributing a video,

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Agenda a written list of issues, questions, information, or topics to be discussed or tasks to be completed in a meeting.

Many, if not most, meetings have multiple goals. Those attending a meeting may first hear information presented, then discuss the information, and finally take some action to accomplish the meeting goal. If you are the meeting leader, before beginning to draft your agenda, you need to know the meeting goal; you want to identify what you would like to have happen as a result of the meeting. A typical goal might be, 'At the end of this meeting we will have decided who to hire for the new advertising jobi'or'At the end of the meeting we will have discussed and evaluated the sales figures for the last three months." Without a specific goal, its likely you'll accomplish liule.

Developing the Meeting Agenda Once you have identified goals and assessed what you need to talk about, it's time to develop an agenda-to arrange the items in the most effective way to achieve your goals. An agenda is the written list of issues, questions, or topics that serves as the primary tool to help you structure the order in which you talk about each topic. If you are leading a meeting, it's your responsibility to develop the meeting agenda. The agenda is your key tool to give your meet- ing structure. Here are the key steps to developing a meeting agenda:

l. IDENTIFY MEETING IssuEs AND QUESTIONS Your first task in developing your agenda is to consider all ofthe topics, issues, and questions you need to discuss to achieve your meeting goals. As you start to identify the various agenda items, you dorlt need to worry about what order to place them (you'll make those decisions later). First, just identi$z the agenda items. once you have a first draft of your agenda items, you arrange the topics and issues in a logical structure.

We recommend that rather than using a single word as an agenda item, or even using a short phrase, make each agenda item a question to be answered.Instead of simply writing "hiring policy" on the agenda, write, "what changes should we make in our hiring policy?" By using a question you invite interaction. You and other meeting participants also know precisely why you are having the discussion-to answer a specific question, Using a ques- tion as an agenda item, as shown in Figure 10.2, also helps meeting participants be better prepared for the meeting. they will have a clearer idea about what will be discussed. You'll also know when you have finished a particular agenda item. You're finished when you've answered the question.

cHAprER 10 Enhancing Team Meetings

Meeting Plactir The Centennial Building, Abernathy Conference Room

Meeting Time: Tuesday, September 19, at 3:30 ru Meeting Goals: At the end of the meeting, meeting participants should be able to

1. Identify positive and negative reaction$ to the finance reportl' 2. Describe how the new employment policy will influence hiring practices. 3. Identify strategies to increase sales.

I. DISCUSSION ITEMS A, Are there any other agenda items we need to discuss today? B. What are positive and negative reactions to the finance report distributed

before the meeting? C. How will the new employment policy influence hiring practices?

II. ACTION ITEMS 'What can be done to improve our sales figures during the next sales period?

III. INFORMATION ITEMS Anflouncements

tlGURI to.: Sample Agenda

2. GROUP ISSUES AND QUESTIONS ACCORDING TO MEETING GOALS organize the agenda around your meeting goals. Use subheadings of information items, discussion

items, and action items to signal to team members the goal of the discussion. If your meet-

ing goal is to discuss t}le pros and cons of the new strategic plan, then your agenda would

likely include such straightforward questions as, "What are the benefits of the new strategic

plan?" and "What are the disadvantages of the new strategic plan?"

3. ESTIMATE HOW MUC.H TIME TO BUDGET FOR EACH QUESTION OR ISSUE Before making final decisions about which items you will discuss, estimate how long you think the team will need to discuss each item. How much time you budget for a discussion will help you decide where to place the item on the agenda.

4. STRATEGICALLY SEQUENCE AGENDA ITEMS There is an art to determining the order in which you introduce agenda items. Your goal in developing the agenda sequence is

to maximize the efficient use of meeting time while also balancing structure and interaction.

Some meeting management experts suggest putting your most important item first because usually what is introduced first takes the most time. When you have lots of money

in your bank account you probably dorlt monitor eve(y penny you spend; but when you're down to only a few dollars in your account, you're aware of everything you spend. This same

analogy holds in meetings. Itt time rather than money that is the 'turrency" of meetings. When you are at t}te beginning of your meeting you have a "full bank account" of time, so team members may be more likely to talk without monitoring how long they talk. So rather than beginning a meeting with routine information items that are likely to spark digressions from the agenda, it may be best to make your first agenda item something of vital impor- tance to the group that clearly relates to one or more of your meeting goals.

Consider these additional meeting agenda sequencing tips and suggestions:

. Start your meeting by actively involving members in finalizing the agenda; ask them for reactions to how you have structured the discussion. Ask participants ifthey have other items to include on the agenda in an efiort to avoid digressions and surprise agenda additions later.

r Consider making your first agenda item a question or issue that will immediately involve all meeting members in active discussion. By placing a high-priority item early in the meeting, you take advantage of having people talk about an issue when they are fresher.

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PART THREE Collaboration Skills

r Consider placing the most challenging issues for discussion in the middle of the meet- ing, thus giving the group a chance to get oriented at the beginning and ease out ofthe discussion at the end.

. If you have an issue that you know is contentious and will generate conflict, place it after an agenda item on which you think the team will reach agreement. Use the positive energy of the issue of agreement to help when there are issues that may divide the team.

r You may want to first string together several small issues so you can dispense with them before getting into the meat of the meeting. Quickly zipping through several agenda items can give the team energy.

r Consider placing routine reports at the end of the meeting; if you run out of time you can distribute the information in a memo or by email.

Always distrtbute an agenda to meeting participants before the meeting. Without an agenda or some knowledge of what will be discussed at the meeting, particrpants wont know how to prepare. In addition to asking for feedback about the meeting agenda before you begin the meeting, perio&cally ask meeting participants if the agenda is serving its purpose. Ask, 'Are we still discussing usefrrl information?" or "Is our agenda helping us achieve our meeting goals?"

In addition to distributing copies of the agenda before the meeting and having copies of the agenda to distribute when you meet, it's sometimes useful to display the meeting agenda using a flipchart, a PowerPoint slide, or some other visual means. Having a common image to look at can help keep a group focused on its goal,

Having adequate structure is important not only for meetings that take place in person, but also for virtual groups that meet via teleconference or the Internet. Research suggests that a virtual team will make better decisions during a meeting if it has appropriate instruc- tions for framing the decision as well as enough time to process the information. Table 10.1 summarizes potential meeting agenda problems and how to manage those problems.

Leading Team Meetings Leaders often are the ones who determine whether to have a meeting. They help set the meeting goal and shape the agenda. Although the leader is a key influence in making these

TABLE 10,1

Potential Pitfall

Participants tend to spend too much time on early agenda items.

Participants find a way to talk even if you don't wantthem to talk.

Participants arenl prepared for the meeting; they have not read whattheywere supposed to read.

Participants won't stick to the agenda.

A meeting is scheduled late in the day or participants are tired.

The agenda includes a controversial item thatwill create conflict and disagreement,

Suggested Strategy

Make the first agenda item somethlng worthy of discussion rather than beginning with a trivial rep0rt or announcement,

lnvite input and discussion early in the meeting rather than having participants trying to interrupt.

Clarify the team's ground rules about being prepared for meetings. Consider taking a few minutes to have participants read information or have them prepare by writing ideas or suggestions using this silent- bra instormi n g tec hnique.

Remind the group what the meeting goals are, or, with input from the group, change agenda items.

Begin with an agenda item that involves all meeting participants rather than having participants sitting silently at the beginning of the meeting.

Put one or more noncontroversial items on the agenda ahead of the conflict-producing item. Addressing easier agenda items first will establish a feeling of accomplishment and agreement before the group tackles the more controversial item.

cHApTtn l0 Enhancing Team Meetings

o Other forms of "silent" or 'absentee" brainstorming including nominal-group technique and Delphi Technique to avoid some of the pitfalls of oral brainstorming.

To minimize groupthink (a false sense of agreement)' we suggestedl

. Encourage independent, critical thought: Dont agree just to agree; ask someone from outsidethegrouptomakesurethereisappropriatediscussion'".

r Assign someone to be a devil's advocate to challenge ideas' r Break into smaller teams (even in two-people dyads) to evaluate the pros and cons of

ideas proposed.

There are three strategies to help a team reach consensus:

r Orient the group toward its goal' r Listen to the ideas of others, especially minority viewpoints' r Promote honest dialogue and discussion'

Reviewing Key Terms Meeting 229

Structure 229

lnteractlon 230

Agenda 2j4

ParliamentarY Ptocedute 237

Problem solving 238

Nominal- grouP techniqve 244

Groupthink 249

Consensus 250

Metadiscussion 251

The Principle Points Principle One: Be aware of your communication withyourself and others'

. Be aware of your team's need for structure to keep meetings on track and moving for- ward when people get offtask and offtopic'

. Be aware of team members' need for interaction when one or more members are talking too much or members are talking too little'

Principle Two: Effectively use and interpret verbal messages'

. Assess the solutions by systematically evaluating the pros and the cons. r Develop an agenda to give a meeting appropriate structure' r use the metadiscussion skill to keep a meeting focused on the agenda. principle Three Effectively use and interpret nonYerbal messages.

. Use appropriate nonverbal messages to establish and maintain a positive team climate. r During brainstorming sessions, avoid evaluating others using nonverbal cues' such as

frowning or shaking Your head'

r Monitor the eye contact of team members to assess leadership, power, status, and norms' Principle Four: Listen and thoughtfully respond to others'

r Listen to other team members to express your sensitivity to other team members' ideas and opinions'

r Listen and respond to assess whether the team needs more structure or more interac- tion to help the team achieve its goals.

Principle Five: Appropriately adapt messages to others'

r Adapt your messages to give team meetings an aPPropriate balance of structure and interaction,

r Adapt your messages to help keep the team focused on the team's agenda during meetings'

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i PARI THREE Collaboration Skills

t#r!':ls r,. d f inittr:ns

Team ground rules explicit, agreed-on prescriptions for acceptable and appropriate behavior, which help the team organize routine tasks and procedures.

As you participate in or lead team meetings, be aware of the general pattern of commu-

nication. Aie all members participating? Do some people whisper their ideas only to a few

and not share with the rest of the group? Is a group deviate monopolizing the conversation

or blocking progress? By being observant of interaction patterns, you can help the team

enhance cohesiveness and developappropriate roles to get the work done.

#

,ffiil ImproYing Team Dynamics Now that you can describe team roles, norms, and networks, you may wonder if there are

specific ways to improve team dynamics. One way to clarify roles is to establish clear ground

rules about how the team should best operate. Making sure the team has a clear mission

statement contributes to good dynamics: Effective teants have a clear, elevating goal. Man-

aging diferences in status and power can also help reduce tension. And implementing strategies to enhance team cohesiveness can help teams work together more effectively.

How to Develop Team Ground Rules Team ground rules are explicit, agreed-on prescriptions for acceptable and appropriate

behavior. An effective team takes the time to develop clear rules that will help to organize

routine tasks and procedures. Although team norms tFpically develop without anyone

explicitly spelling out what the norm should be, a team may decide to develop more explicit

ruies to'help gei the work accomplished. For example, although it may be a norm that meetings ,r*"lty start on time, a team could decide to establish a ground rule that all meetinls will always begin on time. There's evidence that teams are more effective if they

develop explicit ruies that help the team operate efficiently.63 Rules help keep order so that

meaningful work can be accomplished. Rules also state what the team or organization values. Honesry fairness, adherence to schedules, and personal safety are typical values embedded in team ground rules.

How does a team develop ground rules? Soon after the formation of a team' the team

leader may facilitate a discussion to establish the ground rules. If a team has no designated

leader any team member can say, "To help us get organized and accomplish our task, let's

develop some ground rules." Teams clearly operate better if team members develop their

own ground rules rather than having them imposed from'bn highl'Following are some questions that can help a group develop clear and appropriate ground rules:

r How should we record the results of our meetings? I Who should set meeting agendas? r How long should our meetings last? r Should we have a regular meeting time and place? r What should a member do if he or she carit attend a meeting? r Should we make our decisions by majority vote or seek a consensus on every decision? These questions might result in the following team ground rules:

r Every meeting will begin on time. r Each team member is expected to attend every meeting. r Each team member will be prepared for every meeting. . Only one person will speak at a time. r We will work together to manage conflict when it arises. r If we get offthe agenda, we will return to the agenda. r We will make decisions by consensus rather than by simple majority vote. r Each team member will follow through on individual assignments' r If someone brings up an important topic that is not on our agenda, we will write it on a

sticky note, place it in the ' parking lotl' and return to it later rather than get offour agenda'

How to Develop a Team Mission Statement A team mission statement is a concise description of a team's goals or desired outcomes' A

clearly worded mission statement helps a team know not only whether it's on task or offtask

A good team mission statement should pass the SMARTS test-it should be Specific, Measuiable, Attainable, Relevant, Time-bound, and should Stretch the team.6a

. Specif.c: It should clearly describe what the team should accomplish. t Measurable: The team must be able to assess whether the mission was achieved. o Attainable: The mission statement should be realistic given the time and resources of

the teams.

t Relevant:The mission should be appropriate to what the team has been assigned to do' o Time-bound:Teans should set a deadline or time frame for achieving the misslon' t Stretch: The goal should be a bit of a challenge so as to stretch the team' Here are examples of team mission statements that pass the SMARTS test:

o Our team will make 10 percent more widgets bythe end of the month, r Our team will sell more life insurance policies than any other sales team in our sales

area.

o Our team will attract two new businesses to our community, which will result in an increased tax base by the end ofthe year.

How to Manage Team Status Differences Status refers to an individual's importance and prestige. Your status in a group influences

whom you talk to, who talks to you, and even what you talk about, Although some people

underestimate their perceived status and influence in a group, research suggests thaty_ou are

probably quite aware of your own status level when communicating with others.6s Your perceived importance affects both your verbal and your nonverbal messages' Typically, a

person with high status o Thlks more than those of lower status. r Directs comments to other high-status group members' . Has more influence on the decisions the group makes' r Is listened to by group members. o Makes more comments to the entire group.66 Being aware of status differences can help you predict who talks to whom. If you can discern

status differences, you'll also be better able to predict the type of messages communicated'

Status influences group communication, but just because a person has high status does

not mean that his or her ideas are good ones. Dont let status differences influence your perceptions ofthe value ofthe ideas contributed. Some groups get into trouble because they

automatically defer to the person with more status without reviewing the validity of the ideas presented. Similarly, dont dismiss ideas out of hand because the person who sug- gested them doesnt have high status or prestige. Focus on the quality of the message, not just on the messenger.

How to Manage Team Power Differences Power is the abilityto influence others'behavior. You have power if you can get others to do

what you want. Although status (prestige and importance) and power (ability to influence)

sometimes go hand in hand, a group member could have status and still not be able to influ- ence how others behave. You could, for example, be the designated team leader but not be

perceived as having much influence on the team because your ideas aren't valued or you

mayhave no resources to back up what you say and do. Because leadership is the process of

cxlprun I Collaborating in Teams

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Team mission statement a concise description of a team's goals or desired outcomes,

Status an individual's importance and prestige.

Power the ability to influence others' behavior,