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Irrespective of all our differing careers, titles, posts, or industries; there is one thing in common for every workplace- the presence of a “people-powered ecosystem.” An environment of this kind often requires and highlights ‘teamwork’, a term we so frequently hear, that dominates almost any significant action or decision. In a simple Google definition, a team is described as the coming together of a group of people with the purpose of achieving a common goal. Such a synergy warrants that the people skillfully navigate the challenge of talking and working together. The realities, however, are a bit concerning.
SOURCE: ATLASSIAN 2024
Team Communication: Strategies for Success
After years of education in psychology, it cannot be emphasized enough that “active listening” is a crucial first step for productive interactions. When communicating with colleagues, it is important to take their input for understanding rather than responding. Further, drawing on psychological theories of communication, this section will help you empirically advance the way information is disseminated within and across teams while also understanding its importance.
1. The Gricean Maxims- with his theory, Grice has essentially shared a set of rules that assist with delivering the rightful & intended meaning from what was intended. Interpreting any message correctly requires that one has comprehended it correctly (by actively listening). To aid this process, the message should be:
A) Informative to the required extent (Maxim of Quantity)
B) Reliable and authentic (Maxim of Quality)
C) Contextually relevant (Maxim of Relation)
D) Easily comprehensible (Maxim of Manner)
Teams can benefit from this ‘low-effort simple structure’ to draft requests and assignments; thus, possibly avoiding the need for more rigorous and time-consuming clarification conversations.
2. Social Learning Theory- introduced by Albert Bandura, the social learning theory highlights the significance of observation in learning.
In an organizational context, bringing change is usually a process that needs to be relayed from the top-level management. As Northouse would suggest, people at the top have power, and people in power can influence. This power can be optimized positively by enabling the top-level management to model the desired team dynamics. By leading through example, leaders and stakeholders can ensure that they are creating a community culture wherein everybody learns from one another.
For instance, if a leader would like their organization to represent different viewpoints, it might be beneficial for them to begin by opening that space for their immediate reportees and encouraging them to do the same within their teams. When learning becomes a shared journey, teams are engaged, aligned, and interacting.
If becoming a facilitator of change is something that interests you, we at Resilient Workforce can help! To learn more about our bespoke training & development programs, executive coaching, and more, get in touch: info@resilientworkforce.co.uk
3. Self-Disclosure Theory
For any form of working alliance to yield profitable outcomes, it is important for a sense of trust to be established. Self-disclosure theory warrants that people should gradually and appropriately include their thoughts, feelings, needs, & observations in their conversations. This allows for an environment of openness, interpersonal connection, smooth functioning, relatability, and psychological safety. When individuals involved in communication indulge in self-disclosure, they are connecting on a human level beyond titles and power distances.
This theory can be adapted at an organizational level in the following ways:
a) Conducting informal team-building sessions wherein colleagues understand each other at more personal levels and bond.
b) Establishing managers as confidantes for the team members, as the individual who knows and can be trusted with employee’s struggles that can limit their work productivity. This information can be optimized to delegate tasks in a manner that assures productivity in teamwork.
c) When seniors and colleagues become trustworthy listeners, teams learn that they are in a safe zone. They can make and accept mistakes, contribute more openly, challenge, and be challenged without an attack, thus creating a psychologically safe culture (read our blog on psychological safety here: https://www.resilientworkforce.co.uk/post/the-heartbeat-of-high-performing-teams-discovering-psychological-safety) characterized by more fruitful conversations.
Note: Self-disclosure is a matter of responsibility; it must not be exploited by the discloser or misused by the addressee.
Making Dynamics More Collaborative
The principles of the theories explained below provide a scientific foundation for making teams more collaborative. Despite being theoretical concepts, these can be translated into practices that can be integrated into daily team dynamics to drive meaningful change in how teams collaborate. If you need support in identifying your organization’s specific requirements, Resilient Workforce can support you with a tailored development program.
1. Self-Determination Theory- the SDT may be described as an evidence-based interpretation of personality & motivation in social contexts. Workplaces are one of the most social and collaborative aspects of an individual’s life, thus making it imperative for leaders to understand what energizes and motivates the team to contribute.
Answering the following questions individually or within teams & incorporating their core premise into practices can serve as a first step in building a team that collaborates better:
a) Do I allow space for my employees to exercise autonomy in their tasks?
b) Do I control every aspect of my employee’s work experience?
c) Do my actions/treatment allow my employees to feel like they belong to this team?
d) Am I providing my team with enough rewards and recognition to boost their morale and maintain their motivation?
Autonomous employees are happier, motivated, and more competent while autonomous organizations have better outcomes, better performance, and more committed employees.
2. Cognitive Load Theory- suggests that when collaboration, communication, and task assignment are disorganized, the mental effort is often distributed inequitably. This phenomenon may be noted in the infographic above wherein 24% of the teams are carrying the cognitive load of the organization.
Recommendations to mitigate burnout in such a situation (via Ady Collins, CEO- Knotted Commerce):
a) Teams can be methodically arranged by including individuals who carry a variety of skill sets and can be equally held accountable for a task.
b) Scheduling the work week based on a combination of task priority and the mental capacity of team members.
c) Introducing employees to stress and fatigue management techniques and providing channels of support like Resilience Coaching, Mental Health Days, Work from Home, Listening Ear, etc…
3. Anti-Groupthink
One of the best things you can do for your team is to allow them to disagree with you, and one another and think critically. When employees feel secure and psychologically safe, they prioritize sharing beneficial opinions over trying to conform to the leaders’ opinions or pleasing them. Encouraging individual voices can protect the organization from unhelpful decision-making and allow employees to develop social identities where they feel a sense of belonging within their teams irrespective of agreements and disagreements.
Supporting Sources
Groupthink Psychology Today. https://www.psychologytoday.com/us/basics/groupthink
A.C. (2023) Navigating the delicate balance of cognitive load for Peak team performance, LinkedIn. https://www.linkedin.com/pulse/navigating-delicate-balance-cognitive-load-peak-team-ady-collins-15w3f/
Courtney E. Ackerman, MA. (2024) Self-determination theory and how it explains motivation, PositivePsychology.com.https://positivepsychology.com/self-determination-theory/#self-determination-theory-and-work-motivation
Deci, E. L., & Ryan, R. M. (2012). Self-determination theory. Handbook of theories of social psychology, 1(20), 416-436.
Das, D. (2019) Managing change through politics and power, LinkedIn. https://www.linkedin.com/pulse/managing-change-through-politics-power-debontika-das.
State of teams 2024 (2024) Work Life by Atlassian. https://www.atlassian.com/blog/state-of-teams-2024
O’Rorke, K. (2006). Social learning theory & mass communication. ABEA journal, 25(4), 72-74.
Miller, C. (2020) Self-disclosure and interpersonal communication, Exploring Communication in the Real World.https://cod.pressbooks.pub/communication/chapter/6-4-self-disclosure-and-interpersonal-communication/
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