4  Module 2: Communication Architecture (45 minutes)

4.1 Content Block: Evidence-Based Communication Strategies (20 minutes)

4.1.1 Opening Bridge (2 minutes)

Say: “In that last activity, how many groups mentioned communication as a challenge?” [Show of hands] “Communication issues aren’t just annoying - they’re expensive. MIT research shows that poor communication costs organizations an average of $62.4 million per year.”

4.1.2 The 4C Framework Introduction (3 minutes)

Present Framework: “Effective team communication has four essential elements - the 4 C’s:”

Clarity | Cadence | Channels | Culture

“Let’s unpack each one with some science behind it.”

4.1.3 Clarity: Structured Information Sharing (4 minutes)

Research Basis: Hackman’s research on team design shows that clarity of purpose and process predicts team success better than member characteristics.

Practical Application:

  • Meeting agendas with time allocations
  • Decision logs (what was decided, by whom, when)
  • Action items with owners and deadlines
  • Shared glossaries for technical terms across disciplines

Discussion Prompt: “What happens in your experience when roles or expectations aren’t clear?”

Listen for: Duplicated work, missed deadlines, conflict, frustration

4.1.4 Cadence: Regular, Predictable Touchpoints (3 minutes)

Research Basis: Gersick’s punctuated equilibrium model shows teams need regular check-ins to maintain momentum and adjust course.

Practical Framework:

  • Daily/Weekly: Tactical coordination (brief, operational)
  • Bi-weekly/Monthly: Strategic review (longer, reflective)
  • Quarterly: Relationship maintenance (team building, big picture)
  • As-needed: Crisis management (rapid response protocols)

Key Point: “Consistency matters more than frequency. Better to have monthly meetings that always happen than weekly ones that get cancelled.”

4.1.5 Channels: Right Medium for the Message (4 minutes)

Research Basis: Media richness theory - different types of information need different communication channels.

Channel Selection Guide:

  • Face-to-face/Video: Complex discussions, sensitive topics, brainstorming
  • Phone: Quick decisions, relationship building
  • Email: Documentation, detailed information sharing, non-urgent items
  • Chat/Slack: Quick questions, coordination, social connection
  • Shared documents: Collaborative creation, version control

Common Mistake: “Using email for everything. Email is terrible for discussions but great for decisions.”

4.1.6 Culture: Psychological Safety and Inclusion (4 minutes)

Research Basis: Google’s Project Aristotle found psychological safety was the #1 predictor of team performance.

Edmondson’s Definition: “A shared belief that the team is safe for interpersonal risk-taking.”

Observable Behaviors:

  • People ask questions without fear of appearing ignorant
  • Mistakes are discussed openly as learning opportunities
  • Disagreement is expressed respectfully and directly
  • Different perspectives are actively sought

Key Insight: “This doesn’t mean being ‘nice’ all the time - it means being direct and kind simultaneously.”

4.2 Activity 2: Communication Charter Workshop (25 minutes)

4.2.1 Setup and Instructions (3 minutes)

Form Teams: “Count off 1-5, find your number group. You’re going to create a communication charter that a real research team could use.”

Materials: Provide charter template, example excerpts, channel decision tree

4.2.2 Phase 1: Charter Development (10 minutes)

Instructions to Teams: “Imagine you’re starting a 2-year collaborative research project. Create a communication charter addressing these areas:”

Charter Elements: 1. Communication Values (3-4 core principles) 2. Meeting Rhythms (frequency, duration, purpose of different meeting types) 3. Channel Guidelines (what goes where, response time expectations) 4. Decision-Making Process (how choices get made, who has input vs. final say) 5. Conflict Resolution (steps for handling disagreements)

Your Role as Facilitator:

  • Circulate between teams
  • Ask clarifying questions: “How would this work in practice?” “What if someone doesn’t follow this?”
  • Keep energy up with time calls
  • Look for innovative approaches to highlight

Common Sticking Points and Responses:

  • “This is too rigid” → “Think of it as a default, not a rule. You can always deviate with agreement”
  • “Our team is different” → “Absolutely - customize this to your context”
  • “We don’t have time for all these meetings” → “What’s the cost of poor coordination?”

4.2.3 Phase 2: Peer Feedback (10 minutes)

Process: 1. Teams pair up and exchange charters 2. Each team provides feedback using this structure: - One strength: What works well in this charter? - One question: What needs clarification? - One suggestion: How could this be improved or strengthened?

Feedback Guidelines to Share:

  • Be specific rather than general
  • Focus on workability, not personal preferences
  • Ask questions if something is unclear

Your Role:

  • Monitor feedback quality - intervene if it’s too vague or harsh
  • Help teams stay on time
  • Note particularly creative solutions for later sharing

4.2.4 Phase 3: Revision (2 minutes)

“Take the feedback you received and make one concrete revision to your charter.”

Why This Matters: Teams that practice giving and receiving feedback in low-stakes situations do better when conflicts arise.