21 May, Tuesday
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The library of essays of Proakatemia

Interpersonel skills at work

Kirjoittanut: Rajdeep Brar - tiimistä Sointu.

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This essay is based on the chapter 11 of the book interpersonal skills at work by John Hayes. It shouldn’t be frustrating to work as a team. The author wants us to understand both the benefits and difficulties of teamwork. Using Heckman’s (1987) theory, the author assesses factors that influence group effectiveness. The notion states that team members should not become frustrated as they strive to accomplish a set of specific objectives. (Hayes 2002, 260). This, in my opinion, is a really important and fascinating aspect of teamwork. For example, if the project has succeeded but there is now an issue within the team even after the goal is achieved, is it still successful? Future projects will be directly impacted, in my opinion, if the team falls apart or even if just one person is not happy. Based on my personal experience, I think that, with a few exceptions, my team at Proaka has always made an effort to respect each person’s requirements and mental health. However, this has also made it more difficult for us to make a decision, so in the end, we put our votes.

The process of group interaction. The author wants the readers to comprehend the value of team members, communication, and decision-making in this section of the chapter. According to the author, team coordination consumes time and energy that could be better spent on other worthwhile projects. (Hayes 2002, 261).This situation frequently occurs when team members are inactive because they do not value being a part of the group. It can also happen when there are a lot of people in the group. This makes it easier for people to hide behind one another’s backs because they don’t think they would be held responsible.

This kind of behaviour is known as “social loafing,” because it lowers team morale and output. The author also delves deeply into Janis’s 1982 concept of “group thinking,” which focuses in particular on group behavior. Janis claims that when members become overly enthusiastic and stop considering any different views when the most active members agree and would most likely make an inappropriate strategy. (Hayes 2002, 265). In my experience, we use the dialogue diamond, Motorola, and Paja as a means of communication Proakatemia. This aids in our comprehension of everyone’s ideas and opinions, enabling us to develop further plans and choices. We cannot disregard the opinions of any of our members since the Proaka dialogue system does not allow it. However, I feel that the only issue we have is “social loafing,” and it is just human nature for people to behave in this way in large groups. Group members may be reluctant to accept responsibility because they believe they are not as good as others. It’s also possible that we don’t need as many personnel to do the work that we already have but we will in the future as the company starts.


In conclusion, The team will work efficiently only if the team members value the membership and strive to work for the team. Considering and respecting all the members is the key to effective and sustainable projects. While working together the mental health of all the team members should be taken into consideration as a friend and not only as a team member.

Rajdeep & Digvijay


Hayes, J. 2002. Interpersonal skills at work. Second edition. 29 West 35th street, New York, NY10001: Routledge.

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