Shanto-Mariam University of Creative Technology

Lecture Sheet No : 06
Course : BA (Hons) in Graphic Design & Multimedia
Module Title : Business Communication for GDM I
Module Code : BCS 4101

Communicating in Work Team

GIVING CONSTRUCTIVE FEEDBACK

The single most important skill to have working through any problem is the ability to give
constructive feedback. There are proven methods for giving and receiving criticism that work
equally well for giving and receiving praise.

A. Acknowledging the Need for Feedback

Feedback is vital; it is the only way to find out what is need to be improved and should be an
overall part of team’s culture. Thus, your team must agree that giving and receiving feedback is
an acceptable part of how you will improve the way you work together. This way, no one will be
surprised when he or she receive feedback.

B. Giving both Negative and Positive Feedback

Many people take good work for granted and give feedback only when there are problems.
Unfortunately, the habit is counterproductive. People are far more likely to pay attention to your
complains if they have also received your complements.

C. Learn How to Give Feedback

Use these guidelines for complements as well as complaints:

1. Be descriptive. Relate objectively what you saw or what you heard. Give specific example:
the more recent the better.
 2. Avoid using labels. Words like undependable, unprofessional, irresponsible, and lazy are
labels that we attach to behaviors. Instead, describe the behaviors and drops labels.

3. Don’t exaggerate. Be exact. To say, “you’re always late for meeting” is probably untrue
and therefore unfair.

4. Speak for yourself. Don’t refer to absent, anonymous people (“A lot of people here don’t
like it when you . . .”).

5. Use I statement. This perhaps the most important guideline. For example, instead of
saying, “you are frequently late for meetings,” say, “I feel annoyed when you are late for
meeting.” “I” statements create an adult and peer relationship.

CONFLICT RESOLUTION

Most conflicts in groups can be anticipated or prevented if group spends time developing itself
into a team, getting to know one another, establishing ground rules, discussing norms for group
behavior, and the like. However, no matter how much planning is done or how conscientiously
team members work, conflicts occasionally show up.

1. One of the worst tactics to take is to accept problems blindly. Problems rarely disappear
on their own. However, you should neither overreact nor under-react to group problems.
Some behaviors are only fleeting disruptions and can be ignored. Others are chronic and
disruptive and must be resolved.

2. Think each problem as group problem. Group should avoid the temptation to defuse
conflicts by making a scapegoat of one member—for example, “we’d be finished with this
report now if Sam had done his part; you never can depend on him.” Rarely is one person
solely responsible for the success or failure of a group effort. The group should consider
how to help every person contribute more to the collaborative efforts.

3. Finally, be realistic. Don’t assume responsibility for the happiness of others. You are
responsible for behaving ethically and for treating other group members with respect, but
 purpose of the group is not to develop lifelong friendships or to solve other people’s time-
management or personal problems.

4. Competent communicators welcome all contribution from group members, regardless

whether the member agree or disagree with their own views. They evaluate each
contribution objectively and respond in a nonthreatening manner, with comments that are
factual, constructive, and goal-oriented.

5. If atmosphere become tense, they make light comment, laugh, complement, recall
previous incident, or take other helpful actions to restore harmony and move the group
forward.

6. If interpersonal conflict appears to be developing into more or less permanent part of the
group interactions, the group should put the topic of conflict on its agenda and then devote
sufficient meeting time to discussing and working through the conflict.