Multiple Sequence Model

The multiple sequence model organizes a group's ability to communicate sequencially with one another. "Poole’s model puts forward several tracks for group communication and notes tracks can repeat or can happen at any time during the communication process. This model consists of the various tracks used for interpreting the communication styles that a group follows" (in Communication Models, 2014). Because this model allows groups to go track back, it offers flexibility when needed, but is also drives precise orders to encourage the group to have more effective communication habits. The tracks concept that Poole used are task track, relation track, topic track, and break points. Below defines each track:

• Task track: this stage is a process of understanding, you are meant to look at your goal and decide if you're going to solve the problem at hand or if there is something else your group can do.

• Relation track: is the interaction and personal relationships that develop between members of a group. Being able to connect and relate to those in a group gives a sense of community, which motivates the group to complete their project more efficiently.

• Topic track: this track is based on conflicts that can arise during the course of the project.

• Break points: are the natural breaks in the conversation where subjects switch from one topic to another.

These tracks are meant to help define how a group is communicating, and help them to understand the style that they are communicating in. The track concept is a linear system and it allows the team to identify breakpoints in the project. When the team is able to identify a breakpoint they have the potential to open up a conversation about critical decision making and make the discussion easier. Utilizing breakpoints is key and can encourage teams to evaluate their projects projection and lead to course changes as they are needed. What needs to happen before we decide?

Embrace The Premortem

A premortem is the assessment of possible failures at the beginning of the project. This is the opposite of what typically happens in a postmortem which is an assessment of successors or failures after the completion of a project. Looking for ways that a project can fail at the beginning can help to solve a lot of probable issues before they arise. A premortem is typically discussed after a project brief so that everyone involved is able to brainstorm all of the possible ways that there could be turmoil. Discussing potential roadblocks prior to beginning a project is a great way to strengthen the project plan. “Research conducted in 1989 by Deborah J. Mitchell, of the Wharton School; Jay Russo, of Cornell; and Nancy Pennington, of the University of Colorado, found that prospective hindsight—imagining that an event has already occurred—increases the ability to correctly identify reasons for future outcomes by 30%” (Klein, 2014). Some additional benefits to a project utilizing a premortem is that "team members feel valued for their intelligence and experience, and others learn from them. The exercise also sensitizes the team to pick up early signs of trouble once the project gets under way" (Klein, 2014). Reviewing both positive and negative consequences before embarking on a task helps team members to make more informed decisions along the way to avoid conflicts.