Teamwork v0.4 - print
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The document outlines key concepts and techniques for effective teamwork and communication, including communication fundamentals, team building stages, and conflict management strategies. It emphasizes the importance of feedback, presentation skills, and goal-setting using the SMART criteria. Finally, it discusses various conflict types and resolutions, highlighting the necessity of understanding different perspectives to promote harmony within teams.
Teamwork v0.4 - print
- 1. Teamwork زندگی فعالیت هر به ورود برای ضروری مهارتی
- 2. Agenda Effective Communication Functions of Communication, The Communication Process, Communication Fundamentals, Key Communication Skills 01 6 Thinking Hat02 GOAL SMART 03 1
- 3. Agenda Team Building Forming , Storming, Norming, Performing 04 Conflict Management05 SCRUM Agile Manifesto, TimeBox, Daily Scrum, Retrospective, Sprint 06 2
- 4. تیمی کار درایندورهبرآنهستیمبابازبینیوبازتعریفمفاهیمپایهو همچنینانجامتعدادیتمرینگروهیبتوانیمباخودمانروراست ترشویمونقاطقوتوضعفهایاحتمالیخودرابیشتربشناسیم آمدید خوش تیمی کار های توانمندی افزایش دوره به
- 6. Functions of Communication Control Motivation Emotional Expression Information
- 9. Communication Networks Chain Wheel All Channels
- 10. Filtering Selective Perception Emotions Language Barriers to Effective Communication
- 11. بدون ، مثبت دید با بازخورد ارائه توانایی متهم و زدن انگ بدون ، شخصیتی تخریب خصوصیت سری یک به فرد کردن Feedback کم بدون ، قضاوت بدون شنیدن توانایی عجله بدون ، فرض پیش بدون ، حوصلگی Listening ، کنایه بدون ، شفافیت با ارائه توانایی حاشیه ایجاد بدون و مختصر و موجز Presentation Key Communication Skills
- 12. Hearing Focusing on the message Comprehending and interpreting Remembering Responding Stages of the Listening Process Analyzing and Evaluating
- 13. Psychological barriers Poor Motivation Selective Listening Personal Reactions Barriers to Active Listening Environmental barriers Physiological barriers Negative Listening Attitudes
- 14. Positive vs. Negative Feedback Positive feedback fits what most people wish to hear and already believe about themselves Subjective impressions carry weight only when they come from a person with high status and credibility Positive feedback is more readily and accurately perceived than negative feedback Negative feedback is most likely to be accepted when it comes from a credible source if it is objective in form Feedback Skills
- 15. Focus on specific behaviors Keep feedback impersonal Keep feedback goal oriented Direct feedback toward behavior that is controllable by the recipient Ensure understanding Developing Effective Feedback Skills Make feedback well timed
- 16. Preparation / Planning is the first step on the ladder to success 01 Aspects in the development of a good presentation02 Audience Centered (Audience) 03 “I want (who) to (what) (where, when and how) because (why)” Presentation Skills Self Centered (Self) Subject Centered (Material)
- 17. Effective Communication Overview what You learned in this section 2 Min
- 18. 6 Thinking Hat
- 20. Six Thinking Hats What do you feel about the suggestion? What are your gut reactions? What intuitions do you have? Don’t think too long or too hard. The information seeking hat. What are the facts? What information is available? What is relevant? When wearing the white hat we are neutral in our thinking. The sunshine hat. It is positive and constructive. It is about effectivenes s and getting a job done. What are the benefits, the advantages? The caution hat. In black hat the thinker points out errors or pit- falls. What are the risks or dangers involved? Identifies difficulties and problems. This is the creative mode of thinking. Green represents growth and movement. In green hat we look to new ideas and solutions. Lateral thinking wears a green hat. The control hat, organising thinking itself. Sets the focus, calls for the use of other hats. Monitors and reflects on the thinking processes used. Blue is for planning.
- 21. THINKING HAT Overview what You learned in this section 30 Min
- 22. GOAL SMART
- 24. SMART Goal Specific goals answer the following questions: Who: Who is involved? What: What do I want to accomplish? Where: Identify a location. When: Establish a time frame. Which: Identify requirements/constraints. Why: Specific reasons, purpose or benefits of accomplishing the goal. Specific
- 25. SMART Goal To determine if your goal is measurable, ask questions such as How much? How many? How will I know when it is accomplished? Measurable The goal is “do-able” It is action-oriented It is “within reach” of mortals! Amay also stand for Action-oriented and that requires action verbs in the goal! Attainable
- 26. SMART Goal The goal must be an objective toward which you are both willing and able to work. Again, it must be “do-able” People must believe it can be accomplished Realistic You should establish a timeframe The timeframe must be realistic Everyone needs to know the timeframe…make it public Tmay also represent Tangible in that you can experience it with one of your senses Timely
- 27. GOAL Overview what You learned in this section 10 Min
- 28. Team Building
- 29. The Way To The Future TEAM Building The Ability of Leadership
- 31. Cross-Functionall Member Multi-Skill Member Self-Organaize Member Powerfull Member SMART Goal GOAL Pigmalyion Effect Target Oriented Approach TEAM Should have
- 32. No Motherhood statemante Standard Transparancy Regard & Respect Friendly Climate Same view point to target Union Behavior TEAM Should have
- 33. Target and Award per Step Target Same Support Same Behavior Powerful Leadership Leadership Per Member and his/her attitude external support External Support TEAM Should have
- 34. Team Building Overview what You learned in this section 5 Min
- 36. Conflict Type Entrepreneurship Migration PhD/Work Intrapersonal Conflict occurs within an individual. Intrapersonal refers to a conflict between two individuals. This occurs typically due to how people are different from one another Interpersonal is a type of conflict that happens among individuals within a team. Intragroup conflict takes place when a misunderstanding arises among different teams within an organization Intergroup conflict
- 37. Conflict Origins Knowledge and experience Differences Goal Differences Role Definition In Team Differences Motives / interests Differences
- 39. Who is More deserving Of Special Award in your Team ? 20-30 Min
- 41. Who is More deserving Of New Gift in your Team ? 10 Min
- 42. The Five Steps to Conflict Resolution The more information you have about the cause of the conflict, the more easily you can help to resolve it Identify the source of the conflict Often, it is not the situation but the perspective on the situation that causes anger to fester and ultimately leads to a shouting match or other visible—and disruptive—evidence of a conflict Look beyond the incident After getting each party’s viewpoint on the conflict, the next step is to get each to identify how the situation could be changed. Again, question the parties to solicit their ideas: “How can you make things better between you?” Request solutions You are listening for the most acceptable course of action Identify solutions both disputants can support The mediator needs to get the two parties to shake hands and agree to one of the alternatives identified in Step 4 Agreement 01 02 03 04 05
- 44. Conflict Management 10 Min Overview what You learned in this section