Personal Reflection Paper

Lecture 1: Leading Teams and Teamwork

Lecture 2: Managing Conflict

Module 12: Leading Teams

Lecture 1: Leading Teams and Teamwork

Lecture 2: Managing Conflict

Module 12: Leading Teams

Lecture 2 Objec9ves

•  Define “Conflict” •  Discuss How Conflict can be Func5onal or Dysfunc5onal

•  Explain the Five “Conflict Handling Styles” •  Iden5fy Your Style for Handling Conflict

Conflict

Antagonis9c interac9on in which one party aBempts to thwart the inten9ons or

goals of another

Types of conflict:

Task: Disagreement among people about the goals to be achieved or the content of the tasks to be performed Rela9onship: Personal incompa5bility that creates tension and feelings of personal animosity among people

Team Member Roles

• Ini5ate ideas • Give opinions • Seek informa5on • Summarize and energize

Task-specialist role

• Encourage and harmonize • Reduce tension • Follow and compromise

Socioemo5onal role

Causes of Conflict

Compe55on for resources

Lack of clear roles and responsibili5es

Causes of Conflict The GRPI Model

GOALS

ROLES

PROCESSES

INTERPERSONAL RELATIONSHIPS

Te am

D ev el op

m en

t D iagnosis of Issues

Dysfunc9onal Conflict

Conflict that slows progress or organiza5onal performance

AKA, “Nega5ve Conflict”

Func9onal Conflict

Conflict which benefits the main purposes and serves the interests

of the organiza5on

AKA, “Construc5ve” or “Coopera5ve Conflict”

Balancing Conflict and Coopera9on

Consequences of Cohesiveness

Can lead to lower performance due to groupthink

Groupthink: Tendency of people in cohesive groups to suppress contrary opinions

Groupthink

v Illusion of invulnerability v Belief in the inherent morality of the group v Ra5onaliza5on v Stereotyping of out-groups v Self-censorship v Direct pressure v Mindguards v Illusion of unanimity

Interpersonal Conflict

Conflict Handling Styles

Source: Based on Kenneth Thomas, “Conflict and Conflict Management,“ in Handbook of Industrial and Organizational Behavior, ed. M.D. Dunnette (New York: John Wiley, 1976), p 900; and Nan Peck, “Conflict 101: Styles of Fighting,” North Virginia Community College Website, September 20, 2005, www.nvcc.edu/home/npeck/conflicthome/conflict/Conflict101/conflictstyles.htm (accessed April 13, 2011)

Ways to Nego9ate

• Coopera5ve approach to nego5a5on in which conflic5ng par5es aVempt to reach a win–win solu5on

Integra5ve

• Adversarial nego5a5on in which conflic5ng par5es compete to win the most resources and give up as liVle as possible

Distribu5ve

Rules of Reaching a Win-Win Solu9on

•  Separate the people from the problem

•  Focus on underlying interests, not current demands ü  Demands - Create yes-or-no obstacles to effec5ve nego5a5on ü  Underlying interests - Problems that can be solved crea5vely

•  Listen and ask ques5ons

•  Insist that results be based on objec5ve standards

VIDEO

“Get Comfortable with Team Conflict”

- Mark de Rond

Complete:

Leader’s Self-Insight 10.3

Self-Assessment “How Do You Handle Team Conflict?”

Online Check for Module 12