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COM-225 Small Group
Communication
David Bodary
Office: 2222-B
Phone: 512-2572
Getting started in groups
In groups of 4 discuss the following questions, record your responses.

Discuss & summarize what this class “costs” you?

What do the people in your group need to get from the course to
get their “money’s worth”

Read the Assignment expectations, what surprises you?

What will you need to “do” in this course to succeed?

List 3 questions your team has about the schedule or policies.
Chapter One
Groups: Definitions,
Characteristics &
Types
Communication

A transaction process of creating shared
meaning between and among people where all
parties are continually and simultaneously
sending and receiving information.
Transactional Model of
Communication
physical
historical
cultural
societal
Feedforward
Channel
c
o
n
t
e
x
t
Transmitter
Receptor
Meaning
Meaning
Receptor
Transmitter
Channel
Feedback
physical
historical
cultural
societal
c
o
n
t
e
x
t
Activity debrief

What does the activity reveal about…
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Language
Perceptual filters
Noise
Channels
Feedback
Other
Activity #1

Form groups & discuss questions
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What is a group? Are you one?
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Why did each person join this group?
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How many “interactions” are feasible among your
group members? See page 10
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What “type” of small group are you? See text p. 13
–
Which “meeting guidelines” on pg. 18 did you obey?
Defining Small Group Communication
 The
transactional process of using
symbolic behavior to achieve a goal
through development of shared
meaning among group members
over a period of time
Key points!
Defining Small Group Communication
Transactional Process (Not Linear Flow)
Symbolic Behavior (Meanings in People)
Shared Meaning (Assumptions, Experiences)
3 to 20 Individuals
Interdependent, Mutual influence, Share
goals, Have roles, Belong, Develop norms
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Why Join a Group? (quick brainstorm)
Research says….Why Join a Group?

Interpersonal Attraction
–
–
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Physical Proximity
Attitude Similarity
Need Complementarity
Need for Affiliation
 Commitment to Goals & Activities
 Assignment by Someone Else

Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Types of Small Groups

Primary, Family

Social, Casual
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Educational, Book-Clubs, Self-Help
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Decision-Making and Problem-Solving

Work: Quality Circles, Self-Managing Teams
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Characteristics of Small Groups
Interdependent and Interactive
Exponential Number of
Interactions (complex)
Synergistic (Synergy)
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
A Systems Approach to Small Group
Communication
Definition—A System is:
A Collection of Interrelated Parts
That Function Together
Have Interdependent Relationships
Make the Whole Different from Parts
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Systems Theory

Characteristics of Open Systems
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–
–
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Wholeness
Openness
Interdependence
Entropy
- Synergy
- Transformation
- Feedback
- Equifinality
Inputs
Personality
Knowledge
Throughputs
Outputs
Physical
Environment
Communication
Group size
and structure
Language Behavior
Type of group
Self-Disclosure
Energy/Effort
Values
Status and Power
Interaction roles
Leadership
Decision making
Group norms
New questions
Improved Info flow
Age
Attitudes
Solutions
Conflict
Risk taking
Friendship
Interpersonal growth
Organizational change
Tubbs Small Group Interaction Model
Small Group Variables
Situation
Cohesiveness
Leadership
Human
Communication
Roles
Norms
Goals
In your group

What do you like about this group?

What other group behaviors drives you
crazy?
DiSC activty

Listen to the description and move to the space
that best describes your preferred work
environment.
Understanding self & others

D
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Driven, direct, decisive, asks what and when
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i
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Influential, ideas, fun, talkative, asks who
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S
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Steady, sincere, considerate, asks how
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C
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Careful, critical, detail oriented, asks why
One minute assessment

Identify your primary & secondary DiSC styles
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Explain the concept of synergy

Briefly explain how you learn new ideas best
Chapter Three
Norms, Roles,
Cohesiveness and
Groupthink
Norms

The set of assumptions or expectations by
group members concerning what kind of
behavior is right or wrong, good or bad,
appropriate or inappropriate, allowed or
disallowed. (Schein, 1969)
Types of norms
Explicit
|
Crucial ------------------Peripheral
|
Implicit
Norms
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Express collective values
Establish accepted rules of behavior
Influences group behavior
Developed by groups
Accepted by groups
Socially constructed by groups for groups
Norms Brainstorm
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Following the rules of brainstorming…
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Create a list of at least 15 norms for our teams
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Remember in brainstorming no idea is rejected
Piggy backing is encouraged
Also identify what social sanction or punishment
should be instituted when norms are violated


Consider suggestions in your text page 50
You have only 10 minutes
Roles

The particular way we are expected to act in a
group

Associated with our position or status, implying
rights and duties
Roles
Task
Maintenance
Self-oriented
•Initiating
•Encouraging
•Blocking
•Supporting
•Aggressing
•Summarizing
•Harmonizing
•Withdrawing
•Recording
•Gate keeping
•Elaborating
•Coordinating
•Evaluating
•Dominating
•Giving opinion
•Process
Observing
•Status seeking
•Clarifying
•Standard setting
•Special interest
•Tension relieving
pleading
•Giving info
•Consensus testing
•Procedure
proposing
Cohesiveness
•
•
Desire of members to stay in group
Influence by:
•
•
Group Size, Background, Similarity
Consequences of:
•
•
Positive Feelings, Fulfillment, Productivity
Potential for poor decision making
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Group think

The illusion of agreement

The tendency of highly cohesive groups to
reinforce the inherent rightness of their
decisions tending toward poor decision-making
Groupthink

Symptoms
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Rush to decision
Lack of critical thinking
Alternatives avoided
Illusion of invulnerability
Belief in moral purpose
Justification of actions
Members self-censor
Illusion of unanimity
Pressure to support
Mind guards

Preventions
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Recognize it early
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Encourage thinking
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Minimize status differences
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Assign devil’s advocate
–
Develop norms to
encourage disagreement
and discussion
Stages of Group Formation
Forming
Performing
Storming
Norming
Words-R-Us Manufacturing

Your team is to manufacture and ship as many words as
possible in 2 minutes using only those raw materials
provided.

Prices for products are as follows

–
2 letter words - $10
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3 letter words - $30
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4 letter words - $40 and so on
Price for products failing quality standards will be deducted
from your profits.
Words-R-Us Manufacturing
Rnd 1
Rnd 2
Rnd 3
Rnd 4
Rnd 5
Words-R-Us Manufacturing
Application #2 - 20 Points
Individually answer these questions:
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
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What is a norm?
List 2 norms that developed in your team
What is a role?
Name and explain 3 different roles fulfilled in your
group?
How did the activity impact your group’s cohesiveness?
GO BUCKS
Diversity means difference
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Gender
Race
Culture
Social status
Economic class
Education
DiSC style
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Appearance
Ability
Sexual orientation
Parental status
Family
Religion
Challenges
Application #3 20 points
Diversity as Strength
 Define
diversity.
 Identify 4 ways your team is
diverse?
 Suggest 3 things that will help your
team members learn in this course.
Functions of Verbal Com

Task ordering – What we say that organizes our
progress, purpose & process

Process orientation – How we say things

Narrative and group fantasies – Talk that
reveals how we act toward the group and helps
us to make sense of our group experience
Verbal Communication

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Denotative vs. Connotative meaning
Semantics
–
–
–
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Meanings are in people not words
Language is symbolic
Conveys meanings from observations, inferences,
and judgments
Humor
Group talk
Types of Group Talk
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Problem-solving – task oriented
Role-assumption – role oriented
Consciousness-raising – motivational
Encounter – social/emotional
Principles of Nonverbal Com
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Impacts quality of relationship
Nonverbal (NV) more believed than verbal
One or both parties can assign meaning
Guided by context and power relationships
NV norms and expectations guide group
What we notice leads to meaning making
Women more sensitive to sending & receiving cues
Improving NV means improving our own actions
Types of Nonverbal Com
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Facial Display
Paralanguage
Kinesics – use of body language
Proxemics – use of space
Chronemics – use of time
Functions of Nonverbal Com
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Repetition
Complement
Accentuate
Substitute
Contradict
Regulate
Chapter Seven
Listening and Feedback:
The Other Half of Communication
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Motivation
"Seek First To Understand,
And Only Then To Be Understood."
(Covey, 1989, The Seven Habits of Highly Effective People)
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Rewards of Listening
Learning
Building Relationships
Being Entertained
Making Intelligent Decisions
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Enjoying Conversations
Settling Disagreements
Preventing Accidents and Mistakes
Making Accurate Evaluations
Good Listeners More Appreciated by Group
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Four Components Of Listening
1. Sensing and Hearing the Message
Selective Attention
Pre-determined Importance of Message
Does Message Support Existing Point of View
Reject Contradictory Information
Expertise Decreases Interest in Other Viewpoints
Difficult Material Often Ignored
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Four Components Of Listening
2. Interpret
Message: Understand Meaning
Meaning Filtered by Attitudes, Assumptions, Needs,
Values, Experiences, Knowledge, Fears,
Expectations, Goals, Education, Emotions
Move Beyond Assumptions to Understand
Another's Perspectives; Make
Accurate Interpretations of Messages
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Four Components Of Listening
3. Evaluate Message Content
Form Opinion
Make Judgment
Make Decisions
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Four Components Of Listening
4. Memory: Retain & Respond to Message
Short-term & Long-term Memory
Most People –Poor Listeners: 25% Effectiveness College
Students 50% Effectiveness / 25% after 48 hours
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Barriers to Active Listening

Lack of Interest—Boredom

Distracting Delivery—Disorganized

External Noise & Internal Noise

Arrogance, Disrespect, Hostility for Speaker
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Pre-Programmed Emotional Response

Ambushing: Interrupt and Debate Issues
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Listening for Facts; Disregarding Theme & Context
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Faking Attention—Not Really Hearing

Thought Speed—Bored & Stop Listening
Other Barriers—Laziness, Tiredness, Insincerity,
Listen Only To Words
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Active Listening Response Methods
Paraphrasing
Expressing Understanding
Asking Questions
Using Nonverbal Communication
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Providing Constructive Feedback

Make Descriptive Statements; No Judgment
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Use "I" Not "You" Statements
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Phrase Issue as Statement, Not Question
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Restrict Feedback to Observations & Facts
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Give Positive as well as Negative Feedback
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Understand Context; Choose Right Moment
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Don't Use Labels
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Be Exact; Don’t Exaggerate
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Don’t be Judgmental
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Receiving Feedback

Receiving Feedback is StressfulBreathe
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Listen Carefully. Don't Interrupt
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Don't Discourage Feedback-Giver

Ask Questions only for Clarity
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Acknowledge Feedback
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Paraphrase the Message

Acknowledge Valid Points
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Acknowledge Other Person's Viewpoint
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Take Time to Sort Out what you have Heard
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Climate -- Gibb
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Evaluation
Control
Strategy
Neutrality
Superiority
Certainty
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Description
Problem orientation
Spontaneity
Empathy
Equality
Provisionalism
Chapter Eight
Group Evolution:
to Teams
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Traditional Work Group Involvement
Group Team Leader or Manager:
Sets Agenda
Directs Problem Solution
Establishes Rules
Controls Behavior
Focuses on Task
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Teams
Team Leader:
Facilitates Meetings
Members:
Contribute to Success
Take Responsibility
Contribute to Agenda
Recognize Group and Member Needs
Control Disruptive Behavior
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Self Directed Teams
Members:
Share Leadership
Set Guidelines
Decide Working Procedures
Run Meetings
Accountable for Success
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Self-directed work teams
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Achieve results without being micro-managed
from the outside
Results:
–
–
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Empowerment: responsibility and authority
Autonomy: make and implement decisions
Team training: develop member competencies
Self-Managing Work Teams
Self-Regulating
Independent From Outside Authority
Achievements in 6 Performance Areas
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Self Managed Teams Outcomes

Quality—Reject Rates Dropped
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Absenteeism—Dropped
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Turnover—Dropped
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Productivity—Increased
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Cost Savings—Increased
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Grievances—Reduced
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Building In Cooperation
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Establish cooperative goal (interdependent
individual / group goals)
Develop interdependent division of labor and
resources
Institute equal distribution of rewards
Establish mechanism for individual
accountability
Learn cooperative communication patterns
Team Development (Application 3)

Identify your team’s strengths
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Identify 3 challenges your team faces
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Decide on 3 norms to address your challenges
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Identify your team’s leader(s)
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Agree on strategies for enhancing leadership
Chapter 11: Group Process
Risk Procedure: Combines
Buzz Session-Nominal Group Technique
Considers Consequences of Plan in Action
Leader presents proposed solution
Participants think of risks & problems
created by solution
Concerns compiled
All ideas welcome
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
PERT:
Program Evaluation Review Technique
1. Identify Goals & How They Will Be Implemented
2. List Events That Must Occur
3. Put Events in Chronological Order
4. A Flow Chart Shows How Events Will Occur
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
5. Determine the Activities Needed at Each Step
6. Specify Activities Needed for Each Event
7. Decide if Deadlines are Feasible;
Can Goals Be Met?
8. Determine A Critical Path for Events
9. Responsibilities and Deadlines Are Assigned
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Leadership defined:
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Communication that influences, guides, directs,
or controls a group
Leadership:
Behavior that influences, guides, directs or controls a group
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Trait:
–
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Characteristics common to effective leaders
Functional:
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A set of behaviors that must be performed
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(Task & Process)
Situational:
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Relates effective leadership to interaction
between leadership style and the situation
Use Trait theory to identify the college president

Styles of leadership
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Authoritarian
Democratic
Laissez-Faire
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Delegating
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Participating
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Selling
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Telling
Transformational leadership
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Building shared vision
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Challenging mental models
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Engaging in systems thinking
Copyright 1991 by Scientific Methods, Inc. Reproduced by permission of the owners.
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Transactional & Transformational
Theories
Transactional Leaders: task-oriented,
direct group to finite goals
Transformational Leaders: have a mission,
attract loyal committed followers
Leadership by Adaptation
Leaderless Groups
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Recognizing Leaders
Three Characteristics
Vision
Credibility
Communication Competence
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Choosing A Leader
Appointed Leaders
Elected Leaders
Emergent Leaders
Shared (Facilitative) Leadership
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Tasks of Group Leaders
Facilitating Meetings
Empowering Group Members
Managing Conflict
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Leadership Styles
Leader-as-Technician
Leader-as-Conductor
Leader-as-Coach
Small Group and Team Communication, Harris & Sherblom © 2004 Allyn & Bacon
Project #2
Propose and Solve a problem
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Problem Identification - rough October 31
Problem Analysis
- rough November 7th
Proposed Solution - November 21nd
Presentation
- November 21nd
Debrief
- November 21nd
Problem solving &
Decision making in groups
Chapter 9
Decision-making
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A process of choice making
Made up of four kinds of
activities
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Intelligence
Design
Choice
Review
Herbert Simons
(1971)
Distinguishing concepts
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Problem solving
–
The process of
overcoming obstacles
to achieve a goal
(often involving
numerous decisions)
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Decision making
–
A process of choosing
from among several
alternatives
Traditional Problem solving steps
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Identify & define problem
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Analyze problem for constraints
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Generate possible solutions
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Select best solution(s)
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Test, implement & evaluate solution
Barriers to problem solving
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Group lacks structure
Members insensitive to
issues of diversity
Didn’t plan well
Didn’t have needed
resources
Wrong people in group
Pressure to act w/o full
consideration
 Group didn’t listen to
members
 Climate not supportive of
members
 Negative attitudes
toward project
 Jumping to solution
 example
Problem solving approaches
1. Descriptive – Describes phases of process
2. Functional – Identifies key communicative
behaviors
3. Prescriptive – “Prescribes” or recommends
specific techniques to improve PS
Functional approach to PS
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Effective groups perform certain
communicative behaviors (functions)
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–
–
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Analysis
Idea-generation
Evaluation
Personal-sensitivity
Prescriptive approach to PS
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Effective groups follow a prescribed process
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Identify and define the problem
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Analyze the problem
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Generate several possible solutions
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Select the best solution(s)
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Test, implement & evaluate the solution
Problem solving tools
A standard agenda for PS
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Identify and define the problem
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Analyze the problem
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Generate several possible solutions
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Select the best solution(s)
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Test and implement the solution
Tools and Techniques
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Identify and define the problem
–
Journalistic questions:
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Is/is not problem vs. symptom analysis
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who, what, when, where, why and how
what, symptoms, when, where, who
Pareto chart
–
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80/20 rule
See pages 184 – 187 in your text
A standard agenda for PS
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Identify and define the problem
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Analyze the problem
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Generate several possible solutions
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Select the best solution(s)
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Test and implement the solution
Tools and Techniques
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Analyze the problem
–
Is/is not analysis
–
Fishbone diagram
–
Journalists questions
–
Force-field analysis
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Identify history, causes, effects, symptoms, goals
and obstacles
See text pages 226 - 232
Fishbone Diagram (Cause / effect)
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Considerations for potential causes:
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Machinery, Methods, Materials, People
People, Processes, Supplies, System
Or categories of your own choosing
Next identify main or “root” causes
–
–
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Use a voting process or
Discuss and seek consensus
Seek data to inform choice
Activity:
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Brainstorm potential causes of chip breakage
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Use the fishbone diagram
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Work quickly (only 5 minutes)
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Plan to report “Root” causes
A standard agenda for PS
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Identify and define the problem
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Analyze the problem
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Generate several possible solutions
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Select the best solution(s)
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Test and implement the solution
Expanding and Contracting
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Expanding
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Brainstorming, reverse
brainstorm or rolestorming
Nominal Group Technique
Delphi Technique
Affinity Technique
Electronic brainstorm
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Contracting
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Average ranking
Voting – Majority rule
Weighted decision tool
Tools and Techniques
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Generate solutions
–
Brainstorm, reverse brainstorm, rolestorm
–
Nominal Group Technique (multiple votes)
–
Delphi Technique (Dot-ocracy)
–
Affinity Technique
–
Electronic Brainstorm
Group Decision Making
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Random choice
Majority vote
Minority rule
Consensus
Experts in Group
Experts out of Group
Averaging ratings
Decision-making tools
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T-chart
Force field analysis
Weighted decision tool
RISK analysis
PERT
Agenda
Second chance meetings
Agenda
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Who
What
When
Where
Why
How
How long
Tools and Techniques

Select solution
–
T-chart
–
Apply solutions to
criteria
–
Average ranking
–
Voting – Majority rule
Weighted decision
tool
–
A standard agenda for PS

Identify and define the problem

Analyze the problem

Generate several possible solutions

Select the best solution(s)

Test and implement the solution
Tools and Techniques

Test and implement the solution
–
Test decision
–
Identify implementation steps
–
Develop a flow chart
–
Develop action plan
Managing Conflict
Chapter 12
Agenda

Learn what conflict is and is not

Recognize different types of conflict

Understand styles of managing conflict

Practice conflict reducing communication
Conflict defined:

“The interaction of interdependent people who
perceive incompatible goals and interference
from each other in achieving these goals.
–
Joseph Folger & M. Scott Poole
Popular Views of Conflict
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Conflict is destructive and
should be avoided.
Conflict is the result of
misunderstanding and can be
resolved by sharing
information.
Conflict is a sign of a poor
relationship.
Relational View of Conflict

Conflict is
inevitable and
should be
managed in ways
that maintain the
relationship.
Types of Conflict

Pseudo

Simple

Ego
Types of Conflict
Pseudo
Method
Goal
Value
Fact
Conflict Management Styles
High
Accommodating
concern
for other
Collaborating
Compromising
Withdrawing
Forcing
High concern for self
Withdrawing
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
People physically or psychologically check out
Use when:
–
–
–
–
Issues are trivial
Damages outweigh benefits
Need time to cool down
Others can handle it
Accomodating
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People attempt to satisfy others’ needs while
neglecting their own
Use when:
–
–
–
–
You are wrong
Issues are more important to others
You want to preserve harmony
To build good will for later
Forcing
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People satisfy their own needs at the expense
of others’ needs
Use when:
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Quick action necessary
Unpopular decision must be done
Team members unsuccessful on their own
Solution is predetermined
Compromising
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An attempt to meet some of others needs while
achieving some of one’s own
Use when:
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Goals are not worth additional time/effort
Goals are mutually exclusive
Exploring has failed
To reach temporary settlements
Collaborating
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People attempt to fully address needs of all
involved through mutually satisfying solutions
Use when:
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Issue is critically important
Objective is to learn
Must gain commitment and consensus
Need to work through hard feelings
Power in groups
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Expert power – ability or skill
Interpersonal linkage – access to people
Reward – ability to reward
Coercive power – ability to punish
Legitimate power – granted by others
Referent power – affiliation with others
Charismatic power – power of personality
Avoidance power – ability to refuse participation
Dealing with power in groups
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Compliance gaining
Alliances
Resistance
Defiance
Self-empowerment
Conflict resolution skills
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Check perceptions – understand problem
Own the problem – Use I statements
Describe Behaviors, Consequences, and
Feelings connected to the problem
Avoid creating defensiveness
Plan your response with care
Emphasize common ground
Behavior, Feeling & …
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Speak to the person directly.
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Say, “you” “your”.
Identify your feelings, not your opinion.
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Rather than say, “I feel you are acting badly,” say “I feel hurt”.
Own your feelings.
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Rather than say, “you make me feel cheated,” say “I feel
cheated.”
Impact
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Make sure the impact statement reflects impact
(be descriptive).
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Rather than say “because you’re rude,” say
“because I find that language offensive
Responding to conflict
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Listen to verbal and nonverbal message
Minimize defensiveness
Respond with empathy
Paraphrase understand and clarify
Seek common ground
Ask for alternatives
Mediating conflict
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Gain agreement to work it out
Identify the real conflict
Maintain neutrality
Focus on issues not personalities
Ensure equality
Seek solutions
Establish an action plan and follow-up
Managing Conflict
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Separate people from problem
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Focus on shared interests
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Generate many options/solutions
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Base decision on objective criteria
Giving Feedback
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Use “I” statements
Make it a statement; not a question
Only what you know
Include positive and negative
Appropriate context
Avoid labels
Don’t judge or evaluate
Receiving Feedback
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Prepare yourself
Breathe
Avoid interrupting
Ask questions
Accept suggests as true for them
Decide what, if anything, you will do
Rich and Lean Communication
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Face to face, one-on-one
Face to face, group mtg
Video conference
Telephone
Electronic chat room
Voice mail
E-mail
Fax
Personal letter
Poster/flyer
Media Rich
Media Lean
Agenda
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Plan for a 45 minute meeting on Thursday with your
group to clarify your problem and analyze the root
causes
Develop an agenda including who, what, when, where,
why, how and how long
Do not hold the meeting today
Turn the agenda today for 10 team points
Summarize the results of your team meeting for 10
team points