Professional Documents
Culture Documents
Chapter 2
Chapter 2
Chapter 2
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).
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