With organisations realising the importance of high performing teams rather than high performing individuals, a lot of effort is put in developing the spirit de corps in the teams. The core philosophy behind it is open and effective communication.
Margerison and McCann (1996) have suggested five other skills that can improve communication in a team. They list them as:
(1)Enquiring: Being able to ask the most relevant questions and being able to listen actively
(2) Diagnosing: Being able to judge and assess the ‘goodness’ of the information
(3) Summarizing: Being able to convey one’s understanding of an issue to others
(4) Proposing: Being able to develop and present suggestions, recommendations and options on an issue
(5) Directing: Being able to make a particular choice rather than sit on a fence, confusing oneself and others.
There are a lot of other skills that fall within the fold of the very generic Communication Skills. These are presentation skills, interpersonal skills and internal communication within an organisation. An MBA programme without presentations and impromptu speeches is not worth its salt and it was no different for us too. According to Michael Bland, a trainer in communications:
“.....the best trainers will not focus too heavily on techniques. Rather they will take the innate natural communicator that is in all of us and help to bring it out” (1998:132)
One can’t emphasize enough on how managers must have good communication skills in order to manage well. Unfortunately in reality, many managers lack even the basic skills. Sample this from the world famous Dilbert series:
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