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The Methods of Communication their Implications for Teams

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  ‘ Using environmental cues to establish a common ground of understanding, seeing who is around and what they are doing, monitoring the state of artifacts in a shared work setting, noticing other people’ s gestures and what they are referring to’ (Gutiwn & Greenberg, 2001), which the authors say is ‘ team cognition’ . This cognition is only achievable with a good mix of cues between team members. As the team is normally formed based on the unique strengths and backgrounds of people, it is imperative that the team members are able to communicate their characteristic strengths to the other team members.

Failure to do so will negate the concept and purpose of the team; therefore, communication is key! The first main type of communication is verbal communication. As the name obviously suggests, this pertains to something that is stated and said and is an ‘ utterance’ (Wagner). It is manifested in a number of ways including This is when someone loudly says something. When two people are having a conversation, they are having an oral form of communication. It is dependent on a number of things including the use and choice of words, the level of understanding of both the converters, the amount of noise available, etc.

Another type of verbal communication is written communication. As this is also stated, it falls in the head of verbal. Written communication is very important and proves to be a perfect solution in this day and age of global business practices: emails and faxes allow people from all over to communicate expediently; furthermore, written messages are more concrete and reliable than the spoken word. Written messages incorporate a variety of styles, ‘ from informal and chatty to formal and authoritative (Written Communications, 2006).

With increasing reliance on and availability of technology, the corporate environment is seeking newer methods of communication that did not exist a couple of decades ago. Today’ s teams must know how to interact in ‘ virtual intercultural teams’ (Grosse, 2002).    

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