BAB 2

1 )Group Dynamics: are the interactions and processes that take place in a team.

Team: -two or more people –share mission/responsibility –working toward a goal..

2) formal –committees
Informal- task forces and problem –solving teams.

3) Advantages of working in Teams:

-Information and knowledge

-Diversity of views

-Acceptance of a solution

-Performance levels

Disadvantages of working in teams

-Groupthink

-Hidden agendas

-Free riders

-High cost of coordinating group activities

Increased information and knowledge. By pooling the resources of several individuals, teams
have access to more information in the decision-making process.
_ Increased diversity of views. Team members can bring avariety of perspectives to the
decision-making process.Keep in mind, however, that unless these diverse viewpointsare
guided by a shared goal, the multiple perspectivescan actually hamper a team’s efforts.

_ Increased acceptance of a solution. Those who participate in making a decision are more
likely to support the decision enthusiastically and encourage others to accept it.

_ Higher performance levels. Working in teams can unleash new amounts of creativity and
energy in workers who share a sense of purpose and mutual accountability. Effective teams can
be better than top-performing individuals at solving complex problems.6 Furthermore, teams fill
the individual worker’s need to belong to a group, reduce employee boredom, increase feelings
of dignity and self-worth, and reduce stress and tension between workers.

Disadvantage

Groupthink.
Like all social structures, business teams can generate tremendous pressures
to conform with accepted norms of behavior.Groupthink occurs when these peer
pressures cause individual team members to withhold contrary or unpopular opinions.
The result can be decisions that are worse than ones the team members might have
made individually.

_ Hidden agendas.
Some team members may have a hidden agenda—private, counterproductive
motives, such as a desire to take control of the group or to undermine someone
else on the team.

_ Free riders.
Some team members may be free riders—those who don’t contribute their
fair share to the group’s activities. Perhaps these members aren’t being held individually
accountable for their work. Or perhaps they don’t believe they’ll receive adequate
recognition for their individual efforts.

_ Cost.
Still another drawback to teamwork is the high cost of coordinating group activities.
Aligning schedules, arranging meetings, and coordinating individual parts of a
project can eat up a lot of time and money.

4) SELF-ORIENTED ROLES

Controlling:
Dominating others by exhibiting superiority or authority

Withdrawing:
Retiring from the team either by becoming silent or by refusing to deal with a particular
aspect of the team’s work

Attention seeking:
Calling attention to oneself and demanding recognition from others
Diverting:
Focusing the team’s discussion on topics of interest to the individual rather than on those
relevant to the task

Team maintenance roles.

Encouraging: Drawing out other members by showing verbal and nonverbal support, praise, or
agreement

Harmonizing: Reconciling differences among team members through mediation or by using

Compromising: Offering to yield on a point in the interest of reaching a mutually acceptable

Task-facilitating roles
Initiating: Getting the team started on a line of inquiry

Information giving or seeking

Coordinating:
Showing relationships among ideas, clarifying issues, summarizing what the team has done

Procedure setting:
Suggesting decision-making procedures that will move the team toward a goal

5) Five team decision.

Orientation
Team members get to know each other and establish roles.

Conflict
Different opinions and perspectives begin to emerge

Brainstorming
Team members explore their options and evaluate alternatives

Emergence
The team reaches a consensus on the chosen decision.

Reinforcement
Team harmony is reestablished and plans are made to put the decision into action
6) Conflict in teams

Express understanding.You might say,“I can understand that this change might be difficult,
and if I were in your position, I might be reluctant myself.” Help the other person
relax and talk about his or her anxiety so that you have a chance to offer reassurance.35

Bring resistance out into the open. When people are noncommittal and silent, they
may be tuning you out without even knowing why. Continuing with your argument is
futile. Deal directly with the resistance,without accusing.You might say,“You seem cool
to this idea.Have I made some faulty assumptions?” Such questions force people to faceand
define their resistance.36

Evaluate others’ objections fairly. Don’t simply repeat yourself. Focus on what the
other person is expressing, both the words and the feelings. Get the person to open up
so that you can understand the basis for the resistance. Others’ objections may raise
legitimatepoints that you’ll need to discuss, or they may reveal problems that you’ll need
to minimize.37

Hold your arguments until the other person is ready for them. Getting your point
across depends as much on the other person’s frame of mind as it does on your arguments.You
can’t assume that a strong argument will speak for itself. By becoming more audience-centered,
you will learn to address the other person’s emotional needs first.

10) listening process

Receiving. You start by physically hearing the message and acknowledging it. Physical
reception can be blocked by noise, impaired hearing, or inattention. Some experts also
include nonverbal messages as part of this stage, because these factors influence the listening
process as well.

Decoding. Your next step is to assign meaning to sounds, which you do according to
your own values, beliefs, ideas, expectations, roles, needs, and personal history
.
Remembering. Before you can act on the information, you need to store it for future
processing.
As you learned in Chapter 1, incoming messages must first be captured in shortterm
memory, then transferred to long-term memory for more permanent storage.

Evaluating. With the speaker’s message captured, your next step is to evaluate it by applying
critical thinking skills. Separate fact from opinion and evaluate the quality of the
evidence.

Responding. After you’ve evaluated the speaker’s message, you now react. If you’re
communicating
one-on-one or in a small group, the initial response generally takes the form
of verbal feedback. If you’re one of many in an audience, your initial response may take
the formof applause, laughter, or silence. Later on, you may act on what you have heard.
7) Characteristics of effective teams

-Have a clear sense of purpose

-Communicate openly and honestly

-Reach decisions by consensus

-Think creatively

-Remain focused

-Resolve conflict effectively

11)HALANGAN KOMUNIKASI

1. Perbezaan latarbelakang dan pengalaman

2. Repons yang merencatkan hubungan

Contoh : mengutuk, mengancam, mengarah, mengejek, mengelak

3. Prejudis/prasangka

Contoh : memberi label tertentu

4. Komunikasi lisan dan bukan lisan yang bercanggah

Contoh : cakap tak serupa bikin

5. Tidak mendengar dengan baik

6. Faktor situasi

Contoh : bising, panas, emosional