Communicating Effectively as a Team in the Workforce

Communicating Effectively as a Team in the Workforce

University of Phoenix

Abstract

Behavior is a key factor in the performance and effectiveness of a team in the workplace. The ability to detect warning signs of conflicting personalities is beneficial in a strong team. Business owners should work with an employee’s personality and behavior to promote a positive and profitable work environment. Creating a focused, directed, and engaged team will build the connection between communication and personality styles instead of working against it. Once a successful team is built, owners should learn how to cultivate them and develop strategies to best combine different personalities to maximize productivity.

Communicating Effectively as a Team

Determining Key Elements

Learning to communicate effectively in the workforce relies on learning valuable techniques regarding behavior. Personalities and motivation to develop strategies are key elements reviewed to enhance productivity. Identifying methods to accomplish a common goal and working together as one within a team will promote the ability to acquire the end result. Assembling a team offers several benefits to a business owner and will build the connection between personality styles and communication to maximize productivity and promote a positive work environment. By utilizing different backgrounds, skills, and specific types of application, business owners will create a focused and effective team and promote an overall positive environment to maximize productivity. Learning how to cultivate and develop strategies within a team will allow for maximum performance and productivity.

Negotiating teams can create new opportunities for intellectual solutions. Researchers Leigh Thompson and Erika Peterson compared three types of negotiation situations: teams versus teams, teams versus solo negotiators, and solo negotiators versus solo negotiators. Assembled teams are known to bring added discussion and further information sharing than individuals do, particularly concerning conflicts, common interests, and designated priorities (Thompson & Peterson, 1997). The presence of at least one team when negotiating results led to higher success. Teams stimulate more discussion and more information sharing than an individual does, particularly concerning interests, priorities, and conflict resolution. However, the wide range of personalities also creates conflict when creating a team. Business owners are looking for dissimilar types of skilled individuals to balance and maintain