Overcoming Team Conflict
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Transcript of Overcoming Team Conflict
Overcoming Team Conflict
Team Members:
•Sidra Khan
•Laila Syed
•Hira Sher
•Shukaib Afridi
Importance of Teamwork
Contents
Working as a team
Tactics
Team development
Team process
Managing Conflict in Teams
Tension in Teams
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6
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1
3 Four main aspects of team process
• Consists of more than one person
• Each with different responsibilities
• Seven common elements– Common purpose – Interdependence– Clear roles and contributions – Satisfaction from mutual working– Empowerment.
Team work
• Make teamwork less difficult
• Effective and productive team process
• Better understanding of team work
• Achieving formal task efficiently
• Recognizing potentials of the team work
Purpose of the Note…
• Groups evolve into teams
• Composed of unique individuals
• Relationship among team members
• Observing & diagnosing team process
• Team behavior
• How & when to intervene
Effective Team Process
Four main aspects of Team Process
Decision Participation Influence
Conflict
Decision making Process
• Problem Solving
• Traps to be avoided
• Supported by opinion leaders
• Technically better solutions
• Identify & explore the problem
• Generate possible solutions
• Refine and critique possible solution
• Implement the solution
Steps of Decision Making
Participation
• Little disparity is normal
• Large disparity shows an
ineffective process
• Uneven participation
• Active participators
• Gender Differences
• Linguistic styles
• Cultural learned signals
• Personality type
• Style preferences
Factors affecting Participation
• Members act as gate keepers
• Provide opportunity to all members
• Encouraging & Helping behavior
• Culture of acceptance
• Clarifying the point which is less considered
• Reinforcing a prior point
• Bring out silent people
Intervention
Influence
• Personality type
• Group process
• Too much influence
• Ideas of others rejected
• Higher influencing members
• Lower influencing members
Imbalance in influence
• Dominating members
• Pointing out the ideas
• Ignoring the dominating member`s ideas
• Broadening the discussion
Intervention
Conflict
• Individual differences
• Team`s collective identity
• Task conflict
‾ Constructive
‾ Destructive
Task Conflict
• Affective / emotional
• Extreme stress
• Strained emotions
• Hard feeling
• Undermine team
effectiveness
Destructive Conflict
• Task conflict
• Honest team discussions
• Creativity
• Different ideas
• Alternative solutions
Constructive Conflict
Minimizing Affective Conflict
“Who am I…?”
Templates
“Do I have a value…?”
3 “Do I have Influence…?”
• Group Interaction
• Grappelled with Questions2
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• Sense of fairness
• Empowering team members
• Examining appropriate behavior
• Reinforce desirable behavior
• Ground discussions
• Commonly held team goals
• Encourage task conflict
Intervention
Team Development
• Demanding performance• Team purpose
– Imposed from above
• Team goals– Established within the team
• Meaningful performance• Concrete performance goals
Setting Goals
• Options
• Achieving the goal
• Fair share of work
• Collective work product
• Social loafing
Establishing working approach
Team Culture
Setting clear rules
Developing normsBasic working structure
How teams should operate?
• Impossible to eliminate• No learning• No creativity
Why Conflict?
• Keep differences controlled
• Manage it once surfaced
How to React to Conflict?
Managing Conflict
• Depersonalize
• Treat as organizational
issue
• Similar to groupthink
Silencing
Reasons
• Supervisor’s pressure
• Unwelcomed advice
• Team integrity
• Time sensitive project
• Unanimity
Results
Broken Relationships Diminished creativity
Impaired learning Poor decision-making
• Replace silent spirals with virtuous spirals of speaking
• Take risk to express your opinion
– Openly
– Honestly
– Strategically
• Major role of Leaders
Strategies to avoid Silencing
• Achieving mutual understanding
• Bring hidden agendas to surface
• Walk a mile in other person’s shoes
– Create a free space for talking
• Don’t judge too quickly
Seeing other’s Perspectives
• Develop skills of active listening
• Make productive conversations
• Discuss key operational goals
• Clearly assigned roles and accountability
• Discuss interdependencies
Organizational Support
• Don’t triangulate conflict
• Don’t recruit supporter for your point of view
• Don’t criticize other
• Try not to personalize issues
Contd…
Tension in Teams
• When is it Destructive?
• When is it Constructive?
Constructive
• Stagnancy
• Good ideas wither and die
• Cause snowball effect
Destructive
Team Leader’s Role
How to turn conflict positive?
Facilitator
Set a few ground rules
Stick to the facts
Lead by Example
Expert’s Advices
Ways of Turning Conflict Positive
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2
3
4
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Find a time and place for conflict
1. Set a Few Ground Rules
2. Stick to the Facts
Find a time and place for conflict
4. Lead by Example
5. Facilitator
• Inevitable
• Tactics to deal with interpersonal
conflict
• Recognizing personality types
Handling Conflict in Teams
Tactics
• Respond kindly
• Doing the same reinforces his behavior
• Respond in an unexpected way
Avoid “Tit for Tat” reactions
• Misbehavior signal deeper problems
• Manager should search it out and deal with it
• Gives you a chance to search out the team for other problems
Underlying Message
• Enforce solutions on teams
• Let the team workout its own problems
• Achieving goal
• Pointing towards solution
Use the team to heal the team
• Balance between:
– Short term benefit
– long term need
• Check how important for plan long term
• Wiser:
– Accept short term pain
– Build long term strength and trust
Lose the battle; win the war
• Every team has self loving people
• Give them what they need
• Offer him some compliments
• Then switch to other member
Satisfy the Showoff
• Always positive • Always anxious• Keep themselves in• Turn out to be doing nothing
• To deal with these people, praise them and bring others in
Calm the eager Beaver
• Interrupts every brainstorming session
• Take out flaws
• Disapprove all the options
• To deal with these folks, challenge them to come up with
something of their own
Silence the Heckler
• Don’t want anything to change
• Real concerns should be dealt
• If no reason; take action
• Give him another course of action
• Or send him on a project of his own
Move the Mule
• Can’t be silenced
• Continue path that has little to do
• To deal with such people
– acknowledge the underlying emotion
• Dealing with the deeper issues will remove the disruptive behavior in the
long run
Realign the right but irrelevant Ringer
Before it’s too late…!
THANK YOU!