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    Stacey Overholt-Teamwork & Conflict

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    Ahmad J Rusumdar
    A team must have shared goals, interdependent members committed to group success, and accountability. Teams must balance a task orientation, which focuses on efficiency but can lack creativity, and a process orientation, which encourages creativity but can overlook details. Developing working agreements that address communication, decision-making, and responsibilities can help teams strike the right balance and productively manage conflicts that will inevitably arise.

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    Stacey Overholt-Teamwork & Conflict

    Uploaded by

    Ahmad J Rusumdar
    110 views33 pages
    A team must have shared goals, interdependent members committed to group success, and accountability. Teams must balance a task orientation, which focuses on efficiency but can lack creativity, and a process orientation, which encourages creativity but can overlook details. Developing working agreements that address communication, decision-making, and responsibilities can help teams strike the right balance and productively manage conflicts that will inevitably arise.

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    team work and conflict management

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    A team must have shared goals, interdependent members committed to group success, and accountability. Teams must balance a task orientation, which focuses on efficiency but can lack creativity, and a process orientation, which encourages creativity but can overlook details. Developing working agreements that address communication, decision-making, and responsibilities can help teams strike the right balance and productively manage conflicts that will inevitably arise.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    110 views33 pages

    Stacey Overholt-Teamwork & Conflict

    Uploaded by

    Ahmad J Rusumdar
    A team must have shared goals, interdependent members committed to group success, and accountability. Teams must balance a task orientation, which focuses on efficiency but can lack creativity, and a process orientation, which encourages creativity but can overlook details. Developing working agreements that address communication, decision-making, and responsibilities can help teams strike the right balance and productively manage conflicts that will inevitably arise.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 33

    A TEAM…

    • Has shared goals and reasons for working


    together
    • Has members that are interdependent
    • Has members that are committed to the
    success of the whole group and the idea of
    cooperation
    • Is accountable to its members and the larger
    community
    TEAM FOCUS

    • All teams must balance between the small


    details and the big picture
    • The split between the details and the big
    pictured is referred to as the Task/Process
    Orientation
    TASK ORIENTED

    • Attention to detail
    • Independent work
    • Focus on the now
    • Closure
    TASK ORIENTATION

    PROS CONS
    • Gets things done • Can miss the big
    picture
    • Quick decisions
    • Stifles creativity
    • Efficient • Lack of
    • Considers the fine communication
    points • Lack of cohesion
    PROCESS ORIENTATION

    • Consideration of the team’s purpose


    • Multiple perspectives
    • Emphasis on the long term
    • Exploration of ideas
    PROCESS ORIENTATION

    PROS CONS
    • Encourages creativity • Can overlook the
    little details
    • Explores ideas more • Problems getting
    deeply things done
    • Allows greater • Time consuming
    collaboration • Can be inefficient

    • Sets up and directs


    tasks
    COMING TO CONSENSUS
    • Teams must decide how much emphasis is
    placed on task and process
    • Team members must all be on the “same page”
    once these decisions are made
    • Team members must abide by these decisions
    and take responsibility for their actions
    • One way to do this…
    WORKING AGREEMENTS

    A working agreement consists of


    ground rules (norms, expectations)
    that guide how a team will work
    together to achieve results/meet an
    objective/realize a goal
    WORKING AGREEMENTS

    • Help a team develop a sense of shared


    responsibility.
    • Increase members’ awareness of their own
    behavior
    • Empower the facilitator to lead the group
    according to the agreements.
    • Enhance the quality of the group process.
    • Strike a balance between task and process
    AGREEMENTS WORK WELL

    • If they are well developed


    • If they are enforced consistently
    • If each member of the team agrees to it
    AGREEMENTS SHOULD INCLUDE

    • Communication
    • Participation
    • Decision making
    • Conflict
    • Responsibilities and Consequences
    EXERCISE FROM LAST TIME
    1. What is a team?
    2. What should a team do?
    3. What type of teamwork experience do you
    want in this class?

    Did you address communication, participation,


    decision making, conflict, responsibilities and
    consequences?
    YOUR WORKING AGREEMENT SHOULD INCLUDE
    • Contact Information
    • Group norms- where, when, how
    • Group ground rules- consequences, decision-making, etc.
    • Group expectations- work quality, attendance, etc.
    • File Sharing Protocol
    • Individual Vision Statements
    • Rubric
    • Signatures
    EXAMPLES OF GUIDELINES
    • Listen to other’s points of view without
    prejudice
    • Show up on time. If you cannot, you must
    contact the group
    • Be prepared for meetings
    • Be committed to ending on time (if possible)
    • Attack a problem, not a person
    WHAT DOES IT LOOK LIKE?

    • Do’s and Don’ts


    • Guidelines
    • Results focused
    TEAM EXERCISE
    • Get in teams
    • Share your answers from the individual exercise
    • Decide which type of working agreement your team is
    going to write
    • Start work on your agreement as a team; address the
    following elements:
    • Contact Information
    • Group norms- where, when, how
    • Group ground rules- consequences, decision-making, etc.
    • Group expectations- work quality, attendance, etc.
    CONFLICT
    • All groups encounter conflict (both task and relational)
    • We think of conflict in negative terms: shouting, arguing,
    aggressive and passive resistance
    • Conflict is often interaction between different personality
    types
    • We often avoid and ignore conflict
    • We are often unaware of potentially positive outcomes of
    conflict
    • We must learn to manage conflict productively
    CAUSES OF CONFLICT
    • Diverse/conflicting worldviews, values, attitudes,
    and personalities
    • Different needs, expectations, or technical opinions
    • Limited time and resources
    • Communication and scheduling problems
    • Ambiguous roles and leadership
    • Unclear administrative procedures, reward
    structures, and decision making strategies
    CONFLICT

    TA S K INTERPERSONAL
    • Inspires creativity and • Diverts energy from the
    improves team issue or activity
    effectiveness • Compromises team
    cohesiveness and
    • Increases decision effectiveness
    quality and team • Promotes hostility,
    cohesiveness distrust, cynicism and
    disengagement
    • Needs to be
    expressed and • Needs to be identified,
    discussed, and reduced
    explored
    CONFLICT MANAGEMENT STYLES
    DEALING WITH CONFLICT
    • Confront the opposition
    • Define the conflict mutually
    • Communicate feelings and positions
    • Communicate cooperative intentions
    • Take the other person’s perspective
    • Motivate to negotiate
    • Reach a mutually satisfying agreement
    COMMON DIFFICULT BEHAVIOR TYPES

    • The Silent Type


    • The Monopolizer
    • The Intimidator
    • The Nice One
    • The Unhappy Camper
    RESPONDING TO THE SILENT TYPE

    • Use silent idea generation


    • Establish a participation expectation at the
    outset
    • Be direct
    • Use break out sessions
    RESPONDING TO THE MONOPOLIZER

    • Be direct
    • Recognize their contributions
    • Capture the ideas in writing
    • Interrupt
    RESPONDING TO THE INTIMIDATOR

    • Communicate that you understand their


    feelings
    • Explain that each members needs must be
    met as much as possible for a successful
    process
    RESPONDING TO THE NICE ONE

    • Be direct
    • Check with each member to make sure
    they support the outcome of the
    session/meeting
    RESPONDING TO THE UNHAPPY CAMPER

    • Acknowledge their unhappiness


    • Get them involved by asking them to take
    on a responsibility (scribing)
    • Release them from the process
    • Work with a supervisor
    • Release them from the team
    COMMUNICATE ETHICALLY
    Treat everyone with respect and politeness
    Speak with good intent
    Ask questions with curiosity, not cynicism
    Openly express disagreements
    Avoid making attributions
    Facilitate group process
    Avoid coming to decisions too quickly
    Respect confidentiality
    Clarify opinions and statements with examples
    Acknowledge others’ viewpoints and accept them as real
    RESOLUTION
    • Take responsibility! Be open about problems with
    meeting guidelines, but be prepared to accept the
    consequences.
    • Seek assistance from supervisors and/or
    instructors for problems that are “too big.”
    • Don’t take it all on yourself. Picking up slack for
    other members leads to frustration, exhaustion
    and a reduction in quality of work.

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