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Effective Communication Is Critical to TeamSuccess
As a team leader or member, you need to
understand that good team building
communication is intrinsic to the success of
your team.
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Poor communication hinders a team's ability to
accomplish its goals.When...
There are mind numbing discussions over details.
There's ongoing conflict between a couple of team members.
A team member successfully leads the team along a rabbit
trail.
Meetings go much longer than their allotted time.
Teams rush headlong into premature or irresponsibledecisions.
There's a prolonged absence of mutual care and respect on a
team.
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...There's usually an absence of good
team building communication and
these are just some of the
symptoms!
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Be aware of the pressures your team may be under.
They have goals to accomplish and there may be somevery high expectations to do with outcomes. This is
true whether it's a team of cub-scout parents
planning a camping trip or it's a major corporation
looking to bring about some significant change in a
company.
Concerns or fears should be addressed and
eliminated, not minimized. This encourages healthyteam building communication. When meetings feel
unproductive and energy is lost rather than gained,
the team needs freedom to talk about what's working
and not working.
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What is working well that we need to continue
doing? (Always start with something positive!)
What are we not doing that we should be doing?
(e.g. set some team ground rules; work on an
appropriate team building exercise) What do we need to stop doing? The leader may
feel stuck about what's not working, but the
member's collectively may know what needs to
change or improve. The question is: Do the members
feel safe to discuss their ideas and tell the truth?
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Communication- is the exchange of thoughts,feelings, and other information.
Nurses endeavor to understand and meet the
many needs of a diverse client
population...nurses must establish therapeutic
relationships with their clients and the quality
of those relationships is directly related to the
quality of communication between nurse and
client.
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Feedback
Time and Place
Sender Message Channel Receiver
Verbal
Nonverbal
Written
Arts
Auditory
Visual
Kinesthetic
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Initiates the process of
communication by generating
a message
Messages emerge from
peoples need to relate to
others and to create meaning
from the world around and
inside themselves
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Derived from the senders
internal and external
experiences.
Internal Stimuli
E.g. Hunger, fatigue, and
cognitive experiences
External Stimuli
E.g. Physical sensations, sights,sounds, touch tastes, and
smells.
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Is the medium through which
the sender transmits the
message.
Visual Channel
Involves sight
Auditory Channel
Consists of spoken words and
other verbal cues. Kinesthetic Channel
Refers to physical sensations
mediated by touch.
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Interprets the message,
infusing it with meaning
specific to his personal
experience.
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The receivers reaction the
senders message.
Its function is to provide the
sender with information about
the receiver s perception of
the interaction.
Feedback can either facilitate
or impede effectivecommunication.
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Characteristics of Effective Feedback Specific rather than general
Descriptive
Provided in a supportive, nonthreatening manner
Given in a timely manner
Practical and appropriate for the individual client
Clear and unambiguous
Direct and honest
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Perception
Cultural Context
Time
Space and Distance
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1. Verbal Messages they are communicated
through words or language.
Paraverbal cues: these are cues that accompany
verbal messages. These includes the ff:
Pitch
Tone of Voice
Speed
Inflection
Volume
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2. Nonverbal Messages they are messages
communicated via body language rather than
words, though the two very often coexist.
Nurses must pay close attention to nonverbal cues
in order to accurately interpret changes in client
behavior.
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TYPES OF NONVERBAL COMMUNICATION
1. Facial Expressions
2. Posture
3. Gestures
4. Touch
5. Physical Appearance
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Veteran Nurses (born 1925-1945)
Nurses in this generation are most
comfortable with inclusive communication
systems that build trust. Face-to-face or written communication may
be more effective than communication that
involves technology, but query individualnurses about which communication channels
theyre comfortable with. (Duchscher &
Cowin, 2004)
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Baby Boomers (born 1946-1962)
This generation prefers communication that is
open, direct, and less formal.
Boomers enjoy processing information as agroup and value staff meetings that provide
an opportunity for discussion.
They prefer face-to-face or telephonecommunication but will use e-mail.
(Duchscher & Cowin, 2004)
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Generation X (born 1963-1979)
This is the first generation that experienced
technology as part of daily life.
Gen Xers may become bored with meetingsthat include considerable discussion. (Karb,
Fuller, & Sirias, 2002)
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Millenials (born 1980-2000)
This generation grew up with instant
messaging and cellular phones.
Millenials prefer immediate feedback and maybecome frustrated if they do not get it.
They appreciate team meetings and use them
as a forum for communciation.
They read less than other groups, so limit the
distribution of policies and procedures to
them.
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Millenials (born 1980-2000)
Chat rooms and e-mails are good ways to
provide communication updates (Sherman,
2006).
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Be visible as a leader
Give a 60-second informationals
Invite staff or clients to help with a project.
Validate opinions
Resolve problems
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Huddle spontaneously for no more than 15minutes to brainstorm, give vital updates,
boost enthusiasm, and renew collaboration.
Meet daily for no longer than 30 mins whenyou must direct team activities, discuss
emerging changes, or make announcements
that everyone needs to know to completework that day.
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Meet weekly for less than an hour to checkprogress on reports or projects and to review
employee, staff, or client concerns.
Meet monthly or quarterly for less than 90minutes to review long-term program
progress, assess group or team progress, or
analyze performance patterns. (Humphrey &Stokes, 1998)
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Directly communicate to staff nurses about
how client-centered environments are
designed to heighten collaborative decision
making.
Communicate to staff nurses that they are
change agents and can successfully transition
to different work situations and be positive
role models for clients and caregivers.
Few workers can adequately anticipate the
extent to which their roles might change in
response to managed care.
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Actions to reduce backfire in positive feedback
Link praise to results.
Find another way to provide inspiration if
verbal praise disrupts work. Ask employees or clients what type of praise
they value most.
Use praise to build up other performanceareas that need growth.
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When receiving criticism, it is useful to:
Avoid catastrophizing. For example, do not
assume that one criticism is tantamount to
being fired.
Acknowledge the criticism. youre right, I
did (If the criticism is true.)
Use assertiveness techniques to counter unfair
criticism.
Vow to learn from the mistake.
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Learn about your supervisors goals, and align
with them.
Anticipate problems.
Close gaps.
Keep your supervisors informed.
Use positive reinforcement.
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Things to avoid when disagreeing with a
supervisor include:
Assuming you are right and your boss is
wrong.
Implying you to refuse to do what has been
ordered.
Saying the action is notin your job description.
Implying the directive wont work.
Claiming the action is unethical (even if it is).
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Greet everyone.
Avoid misusing beepers and cellphones.
Take invitations seriously.
Return phone call and e-mails.
Apologize after mistake.
Listen carefully. Say no.