No Plagiarism Please Read Assignment Primary Task Response

No Plagiarism Please Read Assignmentprimary Task Responsewithin The

Discuss your self-assessed communication style using the information from this Web site. im a thinker and Harmonizer. How does style affect team performance? Summarize effective team formation and performance strategies. How will you use this information during the simulation? Use at least 1 cited source. Reference Douglas, E. (2019). How to identify communication styles. Straight Talk®.

Paper For Above instruction

Effective communication is fundamental to successful teamwork, particularly in dynamic environments such as business simulations. Based on my self-assessment, I identify primarily as a thinker and a harmonizer, drawing from Douglas (2019)’s classification of communication styles. Thinkers tend to analyze information thoroughly, value accuracy, and prefer to make well-informed decisions, while harmonizers prioritize maintaining positive relationships, creating a collaborative atmosphere, and avoiding conflict. Recognizing my style is essential because it influences how I interact with team members, process information, and contribute to group objectives.

My analytical nature as a thinker prompts me to dissect complex problems carefully and ensure that my contributions are precise and well-founded. However, this could affect team performance if I become overly cautious or slow in decision-making, potentially delaying progress. As a harmonizer, I emphasize consensus and harmony, fostering a positive team climate. While this promotes collaboration, it may also lead to difficulties in addressing conflicts directly, which could impede effective decision-making if issues are not promptly resolved. Understanding these aspects allows me to balance my strengths—such as analytical rigor and interpersonal harmony—to support team cohesion and efficiency. For example, I can allocate time for critical analysis while also encouraging open dialogue to resolve differences quickly and constructively, thus enhancing overall team performance.

Effective team formation and performance strategies hinge on clear communication, defined roles, and mutual understanding of individual strengths. Successful teams tend to establish open channels for dialogue, set shared goals, and recognize diverse communication styles (Douglas, 2019). During the simulation, I plan to leverage this knowledge by actively engaging in both analytical analysis and empathetic communication, fostering an environment where all team members feel heard and valued. By acknowledging my style and its influence, I will strive to ensure that my contributions support collective decision-making processes and that my team maintains transparency and cohesion throughout the simulation. Moreover, I will advocate for regular check-ins and feedback sessions to keep everyone aligned and to address any emerging conflicts or misunderstandings promptly, thereby optimizing our performance.

In conclusion, understanding my communication style as a thinker and harmonizer enables me to contribute effectively to team dynamics. When combined with proven strategies for team formation—such as establishing clear roles, encouraging open communication, and fostering mutual respect—I am confident that my team can navigate challenges efficiently during the business simulation. Applying this self-awareness and strategic approach will not only improve our collective outcomes but also enrich our learning experience in applying theoretical knowledge to practical business scenarios.

References

• Douglas, E. (2019). How to identify communication styles. Straight Talk®.
• Johnson, D. W., & Johnson, R. T. (2019). Joining Together: Group Theory and Group Skills (12th ed.). Pearson.
• Hackman, J. R. (2002). Leading Teams: Setting the Stage for Great Performances. Harvard Business Review Press.
• Wheelan, S. A. (2016). Creating Effective Teams: A Guide for Members and Leaders (4th ed.). Sage Publications.
• Gersick, C. J. G. (1988). Time and Transition in Work Teams: Toward a New Model of Group Development. Academy of Management Journal, 31(1), 9-41.
• Tuckman, B. W., & Jensen, M. C. (1977). Stages of Small-Group Development Revisited. Group & Organization Studies, 2(4), 419-427.
• Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams: Creating the High-Performance Organization. Harvard Business School Press.
• Salas, E., & Cannon-Bowers, J. A. (2001). The Science of Training: A Decade of Progress. Annual Review of Psychology, 52, 471-499.
• Reay, T., & Golden-Biddle, K. (2002). Axes of Difference: Constructing Knowledge and Garnishing Support in the Management of Organizational Change. Journal of Management Studies, 39(4), 477-500.
• Edmondson, A. C. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350-383.