CHAPTER 2.

TEAM AND INTERCULTURAL

COMMUNICATION
1. Work Team Communication.
- Communication in Organizations:
+ People who work in organizations must
communicate with others. Effective communication is
a fundamental aspect of working in a business
environment
+ Effective communication is a fundamental aspect of
working in a business environment.
- A team:
+ Is a group of individuals who depend on each other
to accomplish a common objective. Teams tend to be
more creative and productive than individuals working
alone, teams tend to be more creative and productive
than individuals working alone
- Effective work teams:
+ Typically consist of two to seven members, with
five often considered an ideal size. Smaller teams may
lack diversity, while larger teams can struggle with
managing interactions and decision-making.
a, The Variables of Group Communication
 Conflict:
 Definition: Conflict refers to(đề cập) a
disagreement or clash(va chạm) of interests,
values, actions, or views between individuals or
groups. It can occur in various forms, such as
interpersonal conflicts between team members or
organizational conflicts between departments.
 Role in Teams: Conflict can have both
positive and negative effects on teams.
Constructive conflict(xung đột mang tính xây
dựng) can lead to better decision-making and
innovative solutions as it encourages the
exchange of diverse perspectives. However,
destructive conflict(xung đột mang tính phá hoại)
can hinder teamwork(gây cản trở công việc
nhóm), cause stress, and impede progress(ngăn
chặn sự tiến bộ).
 Conformity( tuân thủ):
 Definition: Conformity involves
adjusting(điều chỉnh) one's thoughts, beliefs, or
behaviors to align with(phù hợp với) the
 expectations or norms of a group or society. It
often occurs to maintain harmony(sự hòa hợp) or
to fit in with(hòa nhập với) a particular group.
 Role in Teams: Conformity in teams can be
positive when it fosters(khuyến khích)
cooperation and teamwork. However, excessive
conformity(tuân thủ quá mức) can stifle(đàn áp
sự sáng tạo) creativity and discourage individuals
from expressing their unique viewpoints or ideas.
 Consensus(Sự đồng thuận):
 Definition: Consensus refers to a general
agreement or collective(tập thể) decision reached
by a group, where(trong đó) all members can
support the chosen course of action(lựa chọn
hành động đã chọn). It typically involves
compromise(thỏa hiệp) and shared commitment
to the decision.
 Role in Teams: Consensus( sự đồng thuận) is
valuable in decision-making within teams,
especially for critical or impactful(có tác động
lớn) choices. It helps ensure that team members
are on the same page( đều đồng lòng) and
 committed to the chosen path(con đường đã
chọn). However, seeking consensus(tìm kiếm sự
đồng thuận) on every issue can slow down(làm
chậm quá trình) the decision-making process,
and in some cases, it may not be feasible(khả thi)
or necessary(không cần thiết).
b, Initial Group Goals.
Teams work: more effectively when the
members know each other well—their strengths
and weaknesses, work styles, experiences,
attitudes, and so on =>Initiating this
understanding process among team members
enhances the social aspect of teamwork, resulting
in smoother task execution and a more enjoyable
team experience.
Engaging in light conversation(Tham gia các cuộc
hội nhóm nhẹ nhàng) about topics like friends,
family, and social activities before and after
meetings is a natural way to create a supportive
and open working environment. Even in online
meeting settings, you can create a profile to
introduce yourself or spend some time instant
 messaging (IMing) to get to know your
colleagues better.
Frequently, decisions within a team are made
without proper discussion or consensus. Team
members may simply go along with what (đi theo
cái) they assume everyone else wants. To improve
this dynamic (tình hình này), teams should
establish clear operating principles and decision-
making processes. For instance, consider
addressing the following questions early on
within your team:
 What should happen if someone fails to meet a
project deadline or misses a team meeting?
How should they communicate this to the team,
and what are the consequences?
 How should a team member request assistance
when struggling to complete a task?
 In case of a conflict between two team
members, what steps should be taken to resolve
it?
  Which decisions are crucial for the team, and
what approach should the team use to make
these decisions effectively?
 By addressing these questions and establishing
guidelines, teams can enhance their overall
efficiency, communication, and problem-
solving abilities.

Conflict: Group leaders often try to steer

Should teams (tránh) clear of conflict, but in
avoid conflict? reality, conflict is an inherent
(không thể thiếu) part of group
meetings. The key distinction
(điểm quan trọng) is that
healthy conflict should revolve
around(xoay quanh) discussing
issues, not attacking(tấn công)
people's personalities. When
interpersonal conflict arises,
especially in the form of
personal attacks(đặc biệt là
trong hình thức tấn công cá
nhân), it can have detrimental
effects and potentially ruin the
effectiveness of a team.
(có thể gây hại và tiềm ẩn
nguy cơ đánh mất hiệu suất
 của một nhóm.)
Conformity( s Conformity means(đồng
ự tuân thủ): nghĩa) agreeing with ideas,
Should team rules, or principles. However,
members try to when there's too much
conform? conformity, it can lead to
something called "groupthink
(tư duy nhóm)." Groupthink
happens when people start
thinking the same way and
don't express their own
independent thoughts. This can
be a problem because it
suppresses (thắt chặt) different
ideas and the free exchange of
information.
Consensus: Consensus(thống nhất) means
Should teams reaching a decision that best
always strive reacts the thinking of all team
for consensus? members. Consensus is not
necessarily a unanimous vote
(sự đồng lòng) or even a
majority vote(phiếu đa số).
With a majority vote, only the
members of the majority are
happy with the end result;
people in the minority may
have to accept something they
don’t like at all. But with a
consensus decision, people
 who have reservations(ý kiến
dè dặt) can still support the
idea.

c, Constructive Feedback
Giving and receiving constructive feedback is critical
to working through team problems. These proven
methods for giving and receiving criticism work
equally well for giving and receiving praise.
Acknowledge the Need for Feedback( Nhận
thức về sự cần thiết của Phản Hồi): The
passage highlights that feedback is essential for
individuals to understand their strengths and areas
needing improvement(khía cạnh cần phát triển).
Without feedback, it would be challenging(khó)
to assess one's performance(đánh giá hiệu suất)
accurately. It suggests that teams should establish
a culture where giving and receiving feedback is
expected and accepted.
Give Both Positive and Negative Feedback:
The passage notes that it's common for
people(nhiều người thường) to provide feedback
 mainly when they identify problems or negative
aspects of someone's performance. However, it is
important to balance both positive and
constructive feedback. Focusing solely on
complaints(chỉ tập trung vào những phàn nàn) can
demoralize(làm mất tinh thần) individuals and
discourage them from making
improvements(ngăn chặn người khác thực hiện
thay đổi). Effective feedback should encompass
recognition of good work and suggestions for
improvement.
Use "I" Statements: The passage recommends
using "I" statements when delivering feedback.
This approach involves(liên quan) describing(mô
tả) how someone's behavior affects you
personally. By doing so, it emphasizes your own
reaction rather than attacking or blaming(đổ lỗi)
the other person. This method helps maintain a
more constructive and less confrontational(xung
đột) tone during feedback conversations.
 Adapt the Model to Your Language: While
providing feedback, it's crucial to use language
that feels authentic(thật) and natural to you.
How to Give Positive and Negative Feedback.
 Be descriptive: State objectively(trình bày một
cách khách quan) what you saw or heard. Give
specific, recent examples from your own
observations(quan sát), if possible.
 Avoid labels: Words like “unprofessional”,
“irresponsible”, and “lazy” are labels that we
attach(gắn) to behaviors. Instead, describe the
behaviors and drop(bỏ đi) the labels.
 Don’t exaggerate(không phóng đại): Be exact.
To say, “You never finish work on time” is
probably untrue and unfair.
 Speak for yourself(nói thay cho bản thân):
Don’t refer to absent, anonymous people(người
văng mặt và người vô danh) (“A lot of people
here don’t like it when you . . .”).
 Use “I” statements: Instead of saying “You often
submit work late,” say, “I get annoyed when you
submit work late because it holds up the rest of
 the team.” “I” statements create an adult/peer
relationship
d, Conflict Resolution
As discussed earlier, conflicts are a natural and
effective part of the team process—until they
become personal or disruptive. Most conflicts in
groups can be prevented if a group spends time
developing itself into a team, getting to know
each other, establishing ground rules, and
discussing norms for group behavior. However,
no matter how much planning is done or how
conscientiously team members work, conflicts
occasionally show up. Consider using these
strategies to manage team conflicts:
Ignore fleeting issues(bỏ qua các vấn đề thoáng
qua): Try not to overreact to minor
annoyances(phiền toái nhỏ). If someone
introduces an irrelevant topic once during a
meeting, you can probably let it go.
Think of each problem as a group problem(coi
mỗi vấn đề là vấn đề của cả nhóm): It's
tempting to defuse conflicts by making one
 member a scapegoat (Rất dễ cảm thấy giải quyết
xung đột bằng cách đổ lỗi cho một thành viên)
Be realistic about team performance: Don't
assume responsibility for others' happiness.
You're responsible for being a fully contributing
member of the team, behaving ethically, and
treating others with respect. But the purpose of
the group is not to develop lifelong friendships or
to solve other people's time-management or
personal problems. If someone is sick, you may
decide to extend a deadline, but you do not need
to spend 20 minutes of a meeting talking about
the illness.
Encourage all contributions, even if people
disagree(ngay cả khi có sự không đồng tình):
You may not like what someone has to say, but
differences contribute to productive conflict. Try
to respond in a nonthreatening(không đe dọa),
constructive way. If the atmosphere temporarily
becomes tense, you can make a light comment,
laugh, or offer a compliment to restore harmony
and move the group forward.
Address persistent conflicts directly: If
interpersonal conflict develops into a permanent
part of group interactions, it's best to address the
conflict directly. Working through the conflict as
a team may not be fun, but it will bring you to
greater understanding and a higher level of
productivity. It takes a brave manager to say, "I'd
like to talk about how we interact with each other
at these meetings. It seems like we often end up
fighting—it's not productive, and someone
usually gets hurt. Does anyone else feel that way?
What can we do differently?"
e, The Ethical Dimension of Team
Communication
When you agree to participate on a team, you accept
certain standards of ethical behavior.
One of these standards is to put the good of the
team ahead of personal gain (đặt lợi ích nhóm
lên trên lợi ích cá nhân)
Team members also have an ethical
responsibility to respect each other’s
integrity(tính chất) and emotional needs.
 Everyone’s ideas should be treated with
respect, and no one should feel a loss of self-
esteem (tự tôn).
Team members should be encouraged to
produce their best work, rather than feel
criticized for not performing up to standard.
Each member has an ethical responsibility to
promote the team’s well-being(sự phát triển)—
refraining(tránh) from destructive gossip(nói
xấu), dominating meetings(chiếm ưu thế), and
sabotaging work(phá hoại công việc).

2. Collaboration on Team Writing

Projects.
a, Applying Strategies for Team Writing

Identify Project  Determine project goals:

Requirements who is the audience, and
what result do you want?
Identify project
components: what research
do you need, what topics
will you cover, and what
 deliverables (sản phẩm) will
you produce?
 Decide how you’ll share
information: how will you
collaborate online, and
when will you meet in
person?
Create a Project  Divide work fairly: which
Plan tasks suit each team
member’s strengths and
interests?
 Create a project plan: who
will complete which task by
when?
Draft the Writing  Begin with an outline:
what major sections in what
order will be included in the
final product?
 Agree on a writing style: if
different people write
different sections, what
style will you use (e.g., how
formal)?
 Share information: if one
person will create the entire
first draft for consistency,
how will each team member
provide his or her expertise?
Revise the  Allow enough time for
Writing editing the draft: finishing
 a first draft the day before a
project is due does not leave
enough time.
 Provide feedback: see the
tips for commenting on
peers’ writing. Make sure
you have a single “voice” in
the project: the final report
should be coherent and
cohesive.
 Have each team member
review the entire draft:
look for errors in content
(gaps or repetition) and
effective writing style.
Finalize the  Have everyone proofread
Project the final document: you
are all responsible for the
final version.
 Be clear about delivery:
who will submit the final
version, in what format, and
by when
3. Intercultural Communication:
Intercultural communication is crucial in today's
global, multicultural business environment.
Understanding and appreciating cultural differences
among people is essential for success, even when
English is the standard language for business. It's also
important to acknowledge(nhận thức) that each
individual within a culture is unique, so
communication should be adapted to(điều chỉnh)
individuals rather than relying solely on cultural
stereotypes(dựa vào định kiến văn hóa).
a, Cultural Differences.
 Cultural Differences: Cultures vary significantly
in their values, emphasizing traits such as
individualism(cá nhân hóa), time orientation,
power distance(khoảng cách quyền lực),
uncertainty avoidance(tránh sự không chắc chắn),
formality, materialism(tư duy vật chất), and
context sensitivity.
 High-Context and Low-Context Cultures:
Edward T. Hall's distinction between high-context
and low-context cultures highlights
communication styles. High-context cultures rely
on implicit communication(giao tiếp ngụ ý),
emphasizing relationships, and may use silence
meaningfully. In contrast, low-context cultures
favor explicit communication(giao tiếp rõ ràng),
prioritizing tasks(ưu tiên nhiệm vụ).
 Website Customization(Tùy chỉnh trang web):
Companies adapt(điều chỉnh) websites to
cater(phục vụ) to different cultures, with high-
context cultures benefiting from subtle
guidance(được hưởng lợi từ hướng dẫn tinh tế)
 and new browser windows for exploration(ccacs
cửa sổ trình duyệt mới để khám phá, while low-
context cultures prefer explicit navigation(chỉ dẫn
rõ ràng) cues within the current window.
 Interpretation and Time: Interpretation of
events varies among cultures(diễn giải các sự kiện
có sự thay đổi giữa các văn hóa). For instance,
punctuality differs between time-conscious
cultures (e.g., Americans, Canadians, Germans,
and Japanese) and more relaxed cultures (e.g.,
Latin American and Middle Eastern).
 Communication Styles: Business negotiations
vary in pace and use of silence. Non-Western
cultures may use silence for reflection, while
Americans and Canadians may struggle with it.
 Body Language and Touch: Gestures, eye
contact, and physical touch differ across cultures,
impacting greetings and interactions.
 Personal Space: The concept of personal space
differs, with some cultures comfortable with
closer proximity during business exchanges.
 Social Behavior: Social behaviors, such as
bowing or greetings, depend on cultural norms
and status.
 Awareness and Adaptation: Before interacting
with other cultures, it is crucial to be aware of and
adapt to these customs to facilitate effective
communication and relationships.

 CULTURAL VALUES:
 Individualism: Cultures in which people
see themselves first as individuals and
believe that their own interests take
priority.
 Time Orientation: Cultures that perceive
time as a scarce resource(tài nguyên khan
hiếm) and that tend to be impatient.(when
we wait anything))
 Power Distance: Cultures in which
management decisions are made by the
boss simply because he or she is the boss.
 Uncertainty Avoidance: Cultures in
which people want predictable and certain
futures.
 Formality: Cultures that attach
considerable importance(có sự gắn kết
đáng kể ) to tradition, ceremony, social
rules, and rank(thứ hạng)
 Materialism: Cultures that emphasize
assertiveness(tính quả quyết) and the
acquisition of money(việc kiếm tiền) and
material objects(sở hữu vật chất).
 Context Sensitivity: Cultures that
emphasize the surrounding circumstances
(or context), make extensive use of body
language, and take the time to build
relationships and establish trust.
b, Group-Oriented Behavior
c, Strategies For Communicating Across
Cultures
 Maintain Formality
 Show Respect
 Communicate Clearly
4. Diversity and Inclusion Within the United
State.
a, The Value of Diversity