Two reflective essays
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TeamBuildingandConflictManagement.pptxBasic Leader Course (BLC)
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B113 Team Building and Conflict Management
Basic Leader Course (BLC)
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At the end of this seven-hour learning event, you will be able to use the three stages of team development to build and maintain an effective team. You will also be able to use appropriate conflict management styles applied to different sources of conflict.
Scope
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Action: Build effective teams. Condition: As a learner, attending the BLC, using a direct level leadership perspective in new environments, given references, practical exercises, and classroom discussions. Standard: The learner will choose one of the following: competitive, compromising, collaborative, avoiding, and accommodating conflict management approaches to manage conflict in the formation, enrichment, and sustainment team building stages through a collaborative group activity with 100% participation.
Enabling Learning Objective A
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Action: Choose appropriate conflict management styles to maintain an effective team. Condition: As a learner, attending the BLC, using a direct level leadership perspective in new environments, given references, practical exercises, and classroom discussions. Standard: The learner will choose one of the following conflict management approaches: competitive, compromising, collaborative, avoiding, and/or accommodating to manage conflict in the formation, enrichment, and sustainment team building stages through a collaborative group activity with 100% participation.
Enabling Learning Objective B
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Group Activity 1
What is your definition of a team?
Tuckman's Group Dynamics vs Teambuilding
Forming
Storming
Norming
Performing
Adjourning
Formation
Enrichment
Sustainment
Group Activity 2
For your group’s stage, answer the following.
What does a successful team look like?
What are some challenges to this stage?
How or what can a leader do to enhance/promote the teams cohesion?
Formation Stage
Implement an effective reception and orientation plan
Create learning experiences
Communicate expectations
Reward positive contributions
Set the example
Enrichment Stage
Demonstrate and encourage trust
Reinforce group norms
Provide realistic and rigorous training events to meet goals
Build pride within your team
Sustainment Stage
Demonstrate trust
Focus on teamwork, training, and maintaining
Respond to subordinate problems
Welcome Family members
Group Activity 3
What is your definition of conflict?
Conflict Definition from ADRP 6-22
Conflict is the process in which one individual or group perceives that another individual or group negatively affects their interests. Conflict does not require the involvement of two people, nor is it necessarily founded in reality based on actual circumstances. One person may be in conflict with another, without the second person even realizing it or being at fault. As a leader, it is important to identify and resolve conflict before it affects personal and organizational functioning and effectiveness.
Types of Conflict
Work-based conflict
Individual-based conflict
Causes of Conflict
Negative Conflict
Positive Conflict
Passive Aggression - Office Problem
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MSAF Self-Assessment
MSAF Self-Assessment cont’d
Managing Conflict
Denial or Avoidance
Suppression
Power or Dominance
Third Party Intervention
Compromise or Negotiation
Integration or Collaboration
Leadership Requirements Model
PRESENCE-
Military bearing, Professional bearing, Fitness, Confidence, Resilience
INTELLECT- Mental agility, Judgment, Innovation, Interpersonal tact, Expertise
ACHIEVES- Gets results: integrates tasks, roles, resources and priorities; improves performance; gives feedback; executes; adjusts
DEVELOPS-Creates a positive environment, Prepares self, Develops others, Stewards the profession
LEADS- Leads others, Builds trust, Extends influence, Leads by example, Communicates
CHARACTER- Army Values, Empathy, Warrior Ethos, Service Ethos, Discipline
ATTRIBUTES
COMPETENCIES
Signs of Ineffective and Effective Teams
| Effective Teams |
| Emphasize what is common among members rather than focus on characteristics that could cause subgroups to form. Hold a shared vision about operating as a team. Share information that may be useful to other team members. Ensure team members periodically engage in group activities (such as sports, meals, or other off-duty activities). Act quickly to promote togetherness when schisms in the group appear or morale drops. Show appreciation and concern for team members. Act as a team instead of individuals; take pride in team accomplishments. |
Signs of Ineffective and Effective Teams (cont’d)
| Ineffective Teams |
| Fail to listen to relevant input of a team member. Speak despairingly about other members. Fail to enforce or encourage discipline in the team. Compete, rather than cooperate, with other team members. Argue with other team members in front of counterparts or other individuals. Fail to act or make decisions on issues that have implications for the team. Focus more on self-interest than the well-being of the team. Give less than full effort because of low morale or lack of confidence in other team members. |
Summary
Tuckman’s Group Dynamics vs Team Building
Team Building Stages
MSAF Self Assessment
Conflict
Types of Conflict
Causes of Conflict
LRM Model
Signs of Ineffective and Effective Teams
ANY QUESTIONS?
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