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Conflict and Conflict Management within and between Groups

Conflict and Conflict Management within and between Groups

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Conflict and Conflict Management within and between Groups

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  1. Conflict and Conflict Management within and between Groups

  2. Mini case.

  3. Conflict • Three types Prefer chapter 11. • Realistic—scarce resources. Examples • Symbolic—conflict over values, beliefs and ideas. Examples. • Mixed motive—cooperation and competition. Can involve realistic or symbolic

  4. Free Associate Conflict

  5. Relationship Conflict and Task conflict • Relationship—personal, defensive, blame finding • Task conflict—merit of different ideas, problem solving.

  6. Irony • Symbolic conflict is easier to resolve than realistic. • But symbolic conflict is often relationship based which is more difficult to resolve than task conflict.

  7. Relationship conflict is difficult to manage • Prevention is good • But once it sets in communication. But already distrust. So communication is clouded.

  8. Moving toward task conflict • Shared goals • Create a safe harbor (GE feeling safer to talk to Jack Welch). • Training in task conflict. • Avoiding Defensive behavior (blame finding vs problem solving) • Interest based response vs power based responses or rights based response (no dialogue).

  9. Avoid • In group bias. In groups and outgroups. • Linked to us vs them. Respect for diversity. • Tendency to censor minority beliefs. Majority thinks one way—Get with it. • Diversity and respect are so important from a positive position. • Why is it so hard to do this?

  10. Mediation through third parties. • Humor and self-deprecation. • Building a team identity as opposed to individual identity.

  11. Reward structure Team vs individual incentives • Hierarchy and status differences • Resource scarcity vs Shared threat • Stress vs social support and friendships • Productivity goals vs harmony goals (Task and maintenance roles)

  12. Ugli Orange exercise

  13. Team Decision Making and identity • Decision by consensus • Decision making by consensus is time consuming. • Everyone expresses preferences. Everyone listens to everyone else’s preferences in uncritical manner. • Summarize postions. • Have other people discuss strengths and weakness of other peoples positions. Minimize personal stakes.

  14. Book offers more • Avoid Fix pie fallacy. Win lose thoughts are poor. Think win win. To do that understand underlying interests of everyone. • Avoid sequential discussions. This is hard.

  15. Decision my majority. Voting. • What is the problem with Voting.

  16. Decision by minority • Person who sets the agenda for discussion has inordinate power. First topic is discussed most extensively. As time goes on issues get disscussed less. • Where do you stack alternatives. (arrow paradox). • Power, strategic manipulation. Its clear that only person with preferred alternative. So rejected. Then what do you do with your vote? • Add to this coalitions.

  17. Conflict mostly focuses on what not to do.

  18. Prefer to think about High Performance Teams. • Chapter 8 of book.

  19. Creativity and innovation • The heart of teams. Generally, people are more creative and innovative in Teams. • 3M Traditional hallmark of this. • Pella Windows is too.

  20. Creativity many different kinds of Creativity • Practical Creativity • Solving Unique problems • Developing new ways of doing something. • Farmers have to be creative mechanically. • Cognitively creative. • Viewing problems in new ways. • Thinking outside the box.

  21. Deeper Creativity • Blockbuster ideas. New Product development. • Pella creativity is more Problem solving • 3M Mixture. • Example

  22. Creativity is linked to divergent thinking • Rather than narrowing options, one wants to expand options. • Goes against the time pressure of teams.

  23. Creativity and problem solving • Cognitive creativity. • Defining the problem. Case analysis. • Fishbone technique. • What causes the problem. • Not always transparent. • Parking on campus.

  24. Practical Problem Solving • Idea generation. Brainstorming. • Express any idea. • No censorship • More is better than fewer • Build on the ideas of others. Put ideas together. • Creativity comes from the juxtoposition of ideas. Shaggy is excellent.

  25. Unfortunately • Individual brainstorming is better than group brainstorming. That is group of 4 in team generate fewer ideas than 4 could individually. • so why do it in a team?

  26. So how does the magic of teams work.

  27. In Groups • Not follow rules • Inhibitions • Loaf (others are more creative than me) • set low benchmakrs • Conform Conform Conform. • Lack of rewards for ideas.

  28. What to do • Facilitators with emphasis on maintenance roles. • High benchmarks • Working independently for a time. • Nominal group technique. • Operate independently. • Diversity change membership.

  29. Create a playground (Tom hanks and the movie Big). • Getting People to do different things. • Breadth of experience is an important minor contributor to profession experience. • See how other people do things. • Ideally it would be great to rotate team memberships.

  30. Wrap up on teams