Unit V Case Study

BSL 4060, Team Building and Leadership 1

Course Learning Outcomes for Unit V Upon completion of this unit, students should be able to:

7. Identify problem-solving approaches to resolving conflict between and within teams. 7.1 Explain what is meant by an unhealthy agreement. 7.2 Explain the various team-building options that have been used successfully to reduce team

conflict.

Reading Assignment Chapter 8: Overcoming Unhealthy Agreement Chapter 9: Reducing Conflict Between Teams

Unit Lesson In this unit, we will discuss how to overcome unhealthy agreements and find successful ways to manage conflict within teams. Typically, unhealthy agreements occur when a worker opts to respond positively to the first suggestion a team member makes simply to keep peace and remain positive. This creates a pattern where decisions are made which have not been scrutinized or fully supported by a group. Consequently, this often leads to poor decision-making and inadequate team performances (Dyer, Dyer, & Dyer, 2013). When problems are identified, it is sometimes common for an outsider or consultant to be hired to analyze the team and find a solution. When working with the team, the consultant will sometimes discover that members are behaving in a passive-aggressive manner and simply agreeing with the suggestions of others. Yet, at the same time, these members experience a feeling of powerlessness. When this behavior occurs, team members also tend to blame the team for the condition it is facing. Moreover, they will often become frustrated and dissatisfied with the team if they do not feel members are taking the right strides to meet organizational goals (Dyer et al., 2013). Being able to speak up and go against the suggestions of another takes skill and courage. Members must learn to take risks and be bold in the midst of their fears. After finding success in offering quality suggestions for consideration, they should become comfortable voicing their thoughts in the future. When teams are unable to resolve problems quickly, an outsider or consultant can take an unbiased stance and ask the following questions (Dyer et al., 2013):

 What problem does this team have that you have had a hard time discussing? What decisions have been made with which you do not agree?

 What actions or decisions would produce the best results for the team over time?

 What do you think will happen if you do not discuss your concerns, feelings, beliefs, and suggestions with all members of the team who are involved with the problem?

Team members must realize their input is valued. During the collection of data, it is important that all key members are involved in the sharing of information, typically during a planned meeting. When two or more teams are expected to work together, an inter-team development program may be appropriate. The goal of the program is to develop a problem-solving process that will reduce the existing dysfunctional interaction and allow future problems to be solved before a breakdown in team interaction occurs. In this case, an outside consultant would explain the purpose and format of the program to members of both teams. It is the responsibility of the manager to ensure that time is scheduled for both teams to work together to tackle the interface problem(s) (Dyer et al., 2013).

UNIT V STUDY GUIDE

Reducing Conflict to Form Healthy Teams

BSL 4060, Team Building and Leadership 2

UNIT x STUDY GUIDE

Title

In organizations today, whether onsite or virtual, it is imperative that teams understand the significance of collaborating effectively. Communication has always been a key part of any development, no matter the size of the project or the members involved in the tasks assigned. Each group must see the larger picture and how they contribute to the overall result. “On a cold January day, a forty-three-year old man was sworn in as the chief executive of his country. By his side stood his predecessor, a famous general who, fifteen years earlier, had commanded his nation’s armed forces in a war that resulted in the defeat of Germany. The young leader was raised in the Roman Catholic faith. He spent the next five hours watching parades in his honor and stayed up celebrating until three o’clock in the morning” (Sinek, 2009, p. 11). Often, when the previous few sentences are read, a picture of President John F. Kennedy with his top hat formally positioned on his head comes to mind because you might assume the events took place in 1960. In reality, the description is of events in January 1933, and the new chief executive was Adolf Hitler. Assumptions. Until the date was revealed, most people assumed we were discussing Kennedy. This example is important because our behavior is affected by our assumptions or our perceived truth (Sinek, 2009). One of the critical components of successful organizational communication internally and externally is getting the message to the listener with the same intention as the sender desired. For us to reduce conflict within our organization, we need to communicate clearly and make every effort to check and double-check that the message is clear and on track. Finding the necessary methods to resolve conflict and encouraging everyone to have a positive, open-minded attitude regarding future milestones is important for any business striving to achieve fundamental goals and organizational excellence (Dyer et al., 2013). Click the link below to view a video from MyCourseTools that discusses how to create a successful team environment. http://media.pearsoncmg.com/pcp/pls/pls_mycoursetools/fufillment/mct_1256689785_csu/kingston/kingston_ video/index.html

References Dyer, W. G. Jr., Dyer, J. H. & Dyer, W. G. (2013). Team building: Proven strategies for improving team

performance (5th ed.). San Francisco, CA: Jossey-Bass. Sinek, S. (2009). Start with why: How great leaders inspire everyone to take action. New York, NY: Penguin.

Suggested Reading Reducing team conflict is a challenge that many leaders will ultimately face. This article will provide you with another approach that can be used to reduce team conflict. Please use the Business Source Complete database in the CSU Online Library to read the following article that elaborates more on reducing team conflict. Neuman, E. J., & Avgar, A. C. (2013). A bridge over troubled water? The push and pull of team conflict on

between-team network ties. Academy of Management, 998-1003.