Alexander, Moira. “6 Proven Project Team Communication Strategies.” CIO, 4 July 2016, https://www.cio.com/article/238521/6-proven-project-team-communication-strategies-2.html.

In this CIO article, Alexander explores six strategies for effective project team communication:

Meet regularly
Be inclusive
Be transparent, clear, and concise
Show respect
Recognize that being right may be wrong
Use online collaboration tools

In addition to introducing these strategies, Alexander also gives concrete methods to accomplish each one as well as thorough explanations about why each strategy benefits teams’ effectiveness.

Beilfuss, Michael. “Chapter 3: Team Work and Collaborative Writing.” Technical and Professional Writing Genres: A Study in Theory and Practice, Oklahoma State University Libraries, 1 January 2020, open.library.okstate.edu/technicalandprofessionalwriting/chapter/chapter-3/.

“This chapter covers some of the fundamentals of team work [sic]. After introducing the importance and prevalence of team work [sic] in the professional world and workplace, the chapter describes how best to build teams and ensure that they run smoothly. One of the first things a team needs to do is take an inventory of each member’s qualifications. Assessing qualifications allows teams to better assign roles, some of which are described in this chapter. Once the team has been built and everyone knows their roles, the planning stage begins—specific responsibilities are allocated among the group members to best fit their qualifications, the group writes out a schedule, and plans for any problems that may arise either within or outside the group. The chapter ends with a number of tips for a successful team project.”

Bernstein, Maya, and Rae Ringel. “Plan a Better Meeting with Design Thinking.” Harvard Business Review, 26 February 2018.

In this article, Bernstein and Ringel explore the concept of design thinking as it relates to planning more effective and productive meetings. The two authors then outline a detailed how-to guide for design thinking, composed of the following discrete steps:

Empathize (i.e., ask what attendees should get out of the meeting)
Set a frame, purpose, and/or desired outcome
Think creatively about how to best achieve the set goals
Test-drive the plan with meeting attendees, revising it based on their feedback

Buckingham, Marcus, and Ashley Goodall. “The Feedback Fallacy,” Harvard Business Review, Salt Lake Community College, 2019, hbr.org/2019/03/the-feedback-fallacy.

In this article from Harvard Business Review, Buckingham and Goodall critique leaders’ over-reliance on giving feedback to employees, arguing that 1.) individuals are not reliable in rating others and 2.) negative ratings don’t motivate employees to grow. Instead, Buckingham and Goodall suggest that managers should focus on describing employees’ strengths and emphasizing the managers’ experience of those strengths.

Carucci, Ron. “When a Leader is Causing Conflict, Start by Asking Why.” Harvard Business Review, 13 December 2018.

In this article, Carucci explores discrete actions one can take to address a leader who causes conflict. Using personal anecdotes and field studies, Carucci advocates for and details the following three actions:

“Manage your assumptions and judgements.”
“Look past symptoms to contradictions.”
“Have a broad repertoire of solutions.”

Corbitt, Stacey. “Working with Others.” Mindful Technical Writing: An Introduction to the Fundamentals, TRAILS, Montana University System, 2021, pp. 292-306, drive.google.com/file/d/1GmxWSx6bMb_X3-3PSqwOG8uhRAXyEjqQ/view.

In this textbook chapter, Corbitt “aims to explore both the challenges and rewards of group work in college, paying specific attention to collaborative writing.” This chapter contains a host of interactive and reflective activities for students, balanced with collaborative writing examples, theoretical approaches, and practical steps.

Department of English, Linguistics, and Writing Studies at SLCC. “Project Planning,” Technical Writing @ SLCC, Pressbooks, Salt Lake Community College, 10 September 2020, slcc.pressbooks.pub/technicalwritingatslcc/part/project-planning/.

“When considering a project, it is best to step back and get a look at all the preparation that goes into the project.

“Define How Project Relates to Mission Statement and What are the Objectives of the Project
“Identify Deliverable(s)
“Define Team Member Responsibilities
“Create a Project Calendar
“Create a Work Plan

“The next several pages will describe each of these steps. Only after you have created a work plan should you start your project.”

Larsen, Brad. “The Use of Sarcasm in the Workplace is No Joke.” Standard Examiner, 3 Sept. 2015, standard.net/news/business/2015/sep/03/the-use-of-sarcasm-in-the-workplace-is-no-joke/.

In this Standard Examiner article, Larsen examines the use of sarcasm in professional spaces, with particular emphasis on 1.) the purposes sarcasm serves, 2.) the line between “joyful teasing” and “biting sarcasm,” and 3.) the demonstrated consequences of using sarcasm. In addition to exploring these consequences, Larsen also gives ten concrete suggestions for reducing one’s use of sarcastic speech “and create more positive, trusting relationships with colleagues, friends or loved ones”:

Make the commitment
Ask forgiveness
Design accountability
Create reminders
Journal observations
Bite your lip
Think before speaking
Think true
Be direct
Check body language

Logan, Monique. “Chapter 7: Collaborative Writing.” Open Technical Communication, 4^th ed., Affordable Learning Georgia, Kennesaw State University, alg.manifoldapp.org/read/open-technical-communication/section/29c46e53-49a3-476d-a701-cf1968a14659.

In the following textbook chapter, Logan defines and explores collaborative writing through the lens of effective tool application. Not only does Logan describe discrete steps of collaborative writing, but she also examines various strategies for effective collaboration and confronting adversity in collaborative spaces.

By the end of the chapter, readers should be able to do the following:

“Define successful and effective collaborative writing.”
“Explain and employ strategies for effective collaboration.”
“Explain and employ strategies for dealing with differences and conflict.”

McMurrey, David. “Strategies for Peer Reviewing and Team Writing.” Online Technical Writing, McMurrey Associates, mcmassociates.io/textbook/team.html.

In this textbook chapter, McMurrey explores various elements of effective team writing, emphasizing the discrete steps of collaboration (e.g., assembling a team, planning the project, reviewing/revising a draft, etc.). In addition to addressing team writing, McMurrey also explores various peer review strategies, describing diverse elements of analysis, evaluation, and criticism.

OWL Purdue. “Giving Feedback for Peer Review.” https://owl.purdue.edu/owl/general_writing/the_writing_process/feedback/giving%20feedback_peer%20review.html

The webpage from Purdue OWL provides guidance on how to effectively give feedback during a peer review process. It emphasizes the importance of constructive criticism that is both specific and helpful.

“Deloitte’s Radically Simple Review.” PerformYard, 19 June 2020, performyard.com/articles/deloittes-radically-simple-review.

“Generic Employee Evaluation Form.” HR360, hr360.com/Forms-and-Policies/Employee-or-HR-Notices-and-Requests/Employee-Evaluation-Form.aspx.

“MSU Annual Review Form.” Michigan State University, hr.msu.edu/ua/performanceexcellence/documents/MSU_AR_Form.pdf.

In this collection, students may find a host of sample performance reviews and descriptions of performance review practices from a variety of different entities. These samples can give students specific context, purpose, and examples to inspire their own Performance Reviews.

Vara, Vauhini. “The Push Against Performance Reviews.” The New Yorker, 24 July 2015, newyorker.com/business/currency/the-push-against-performance-reviews.

In this New Yorker article, Vara examines a recent push to drastically reform or, in some cases, even eliminate performance reviews among various companies. Not only does Vara detail specific issues many have with performance reviews—such as financial and psychic costs, biased managerial incentivization, and lack of accurate rewards/sanctions—but she also explores several companies’ revised approaches toward performance reviews. According to Vara, companies as diverse as Adobe and Deloitte have dramatically shifted how they use performance reviews, attempting to simplify the process to make it more useful for employees. The article sets this in tension with concerns voiced by others that performance reviews need more detail, not less, to avoid falling victim to idiosyncratic rater bias.