14782 third party intervention and team building-2
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Third Party Intervention
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THIRD-PARTY INTERVENTIONS
Prior focus on the parties, and what they can do
themselves
Here, focus shifts to TPI (Third Party Intervention)
Why is TPI used? Why not?
Advantages
Disadvantages
When is TPI used? A: Mainly at impasse, or when
potential for impasse is high 2/16/2015 2
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Third-party intermediaries are people,
organizations, or even nations (in an international
perspective) who enter a conflict to try to help the
parties de-escalate or resolve it (Burgess, 2004).
Formal intermediaries are people who are
professional conflict resolvers and who are hired
specifically to do that job. They maybe professional
mediators, arbitrators, facilitators, or judges, who
work privately or with a government agency.
Informal intermediaries are people who find
themselves in an intermediary role, but it is not
something they usually do as a profession.
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High risk with raising an issue
Patterns of behavior are hard to change
Potential for violence
When the parties arent able to clarify the basis of
the conflict
When external parties request a third party
When Is Third Party Intervention
Useful?
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What Do Third Parties Do?
There are three general types of third parties--arbitrators,
mediators and facilitators. They differ in terms of the degree
of control they have over the settlement terms, their role in
the negotiation or conflict dialogue process, and their
knowledge of the issues in dispute.
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WALTONS APPROACH TO THIRD PARTY INTERVENTIONS :
PEACE MAKING INTERVENTIONS
In WALTONS METHOD, Walton has presented a statement of theory and practice for third-party peace making interventions that is important in its own right and important for its role in organization development.
Third party interventions involve confrontation and Walton outlines confrontation mechanisms. A major feature of these mechanisms is the ability to diagnose the problem accurately.
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Conflict
Conflict is inherent in groups and in organizations. It can
arise from a variety of sources (Cummings, T.&Worley, C.,
2001):
Personality
Task orientation
Perceptions among group members
Competition over scarce resources
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Conflict can:
Enhance motivation
Enhance innovation
Lead to better understanding of ideas and views
On the other hand, conflict can:
Prevent people from working together constructively
Destroy necessary task interactions among group members
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The diagonistic model :
The model is based on four elements:
1. The conflict issues.
2. Precipitating circumstances.
3. Conflict relevant acts.
4. The consequences of the conflict.
It is also important to know the source of the conflict.
Sources:
Substantive issues, which is conflict related to practices, scarce resources,
and differing conceptions of roles and responsibilities.
Emotional issues, involve feelings between the parties, such as anger, hurt,
fear, resentment, etc.
The former requires bargaining and problem solving and the latter requires
restructuring perceptions and working through negative feelings.
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Substantive Issues
Involves disagreement sover policies and practices,
competitive bids for the same resources and differing
conceptions of roles and role relationships.
Require problem-solving and bargaining behaviors
between the principals.
Emotional Issues
Involves negative feelings between the parties(e.g., anger,
distrust, resentment, fear,rejection).
Requires restructuring perceptions and workin gthrough
negative feelings.
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Further, Walton has outlined the ingredients of a productive confrontation (the process of addressing conflict), they are:
Mutual positive motivation, which refers to the willingness on both parties t resolve the conflict.
Balance of power. There ought not be any power differentials between the parties involved in a confrontation.
Synchronization of confrontation efforts. The two parties must address the conflict simultaneously.
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Differentiation and integration of different phases of the
intervention must be well paced. The intervention involves working
through negative feelings and ambivalent positive feeling. The intervention
must allow sufficient time for this process to take place.
Conditions that promote openness should be created. This could
be done through setting appropriate norms and creating a structure that
encourages openness.
Reliable communicative signals. This statement refers to using
language that is understood by the parties involved in the confrontation.
Optimum tension in the situation. This means that the stress
experienced by both parties ought to be sufficient to motivate them but not
too excessive.
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Control Over Settlement Terms
Arbitrators Varies from a lot to none
Mediators Little, if any
Facilitators None
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Role in the Process
Arbitrators Structures the process, may influence
the process
Mediators Structures the process (with
different levels of participant input)
Facilitators Structures the process
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Knowledge of the Issues
Arbitrators Usually a lot
Mediators Little if any
Facilitators Little if any
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What Kind of TPI Is Appropriate?
Level of Negotiator Control
o Over Outcome
Control of
Procedure Low High Low Autocracy Mediation
Fact-finding
High Arbitration Negotiation
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Common Third Party Interventions
Fact-finding
Without recommendations
With recommendations
Arbitration
Conventional arbitration -- arbitrator has great freedom to fashion a
remedy within confines of an arbitration agreement
Final Offer Selection (FOS, a.k.a. sudden death)
Mediation
Other forms -- some details on these later
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Fact Finding
Objectives:
Discover parties positions; clarify them
Possibly publicize them
Possibly make recommendations
Theories:
Parties may not be communicating clearly -- disagreement may be
simply a misunderstanding
Publicity may shame the unreasonable to change
Report or recommendations may guide others
Reality: Not used much. Disagreements are real, public
often doesnt care or understand 2/16/2015 18
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Arbitration
Makes a decision for the parties
Generally used where basic principles are not at stake; a
decision may be as, or more important, than what the decision is
Some problems with arbitration
Decision-acceptance: Parties lack commitment
Biasing: Partiality endangers acceptability
Half-life: Decisions almost inevitably anger losers
Narcotic or dependence: Excess reliance
Chilling: Discourages negotiation (FOS ?)
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FOS Arbitration: Final Offer Selection (a.k.a. Sudden Death)
Expressly designed to counter chilling effect
Theory: Conventional arbitrators may adopt split the difference approach; parties expect this,
and adjust
Parties response: Take extreme positions
This lessens chances for reaching agreement
FOS arbitrator must select one partys position
Creates new incentive for parties: Try to be a tad more reasonable (arbitrator-
acceptable) than the other side
Parties may find they are not too far apart, and reach agreement on their own
Also, parties have shaped the agreement more directly, at least with no modifications
option (purest form of FOS)
Should reduce decision-acceptance problems
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The terms "third party" and "intermediary" are both used to refer to a person or team of
people who become involved in a conflict to help the disputing parties manage or resolve it.
Third parties might act as consultants, helping one side or both sides analyze the conflict and
plan an effective response. Alternatively, they might act as facilitators, arranging meetings,
setting agendas, and guiding productive discussions. Facilitators will also usually record what
was said, and may write up a short report summarizing the discussions and any agreements
that were reached.
A more active and powerful third party role is that of mediator. Mediators not only facilitate
discussions, but they usually impose a structure and process on the discussions that is
designed to move the parties toward mutual understanding and win-win agreements. While
many different styles of mediation are common, most mediators have the conflicting parties
sit down together to explain to each other their views about the nature of the problem and
how they think it might best be solved. The mediator often tries to get the disputants to
focus on underlying interests (the things they really need or want) more than their initial
opening positions (what they initially say they need or want). By clarifying the divergent
views and reasons for those views, mediators can usually get the parties to develop a
common understanding of the situation, which often yields a solution which satisfies the
interests of all parties. While some mediators take a stronger role in option identification
and selection than others, mediators do not have the power to impose a solution. At most,
they can suggest a solution, which the disputants may or may not accept. 2/16/2015 21
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The most powerful third party role is that of an
arbitrator. An arbitrator listens to presentations made by
both sides, examines written materials and other
evidence relating to a case, and then makes a
determination of who is right and who is wrong, or how
a conflict should be settled. Usually, the arbitrators
decision is binding and cannot be appealed. Thus, the
arbitrator is the most powerful type of intermediary.
Arbitration works well when the parties simply want a
settlement, and do not worry about losing control of the
process or the outcome. For parties that want to
maintain control, however, the other forms of
intervention (mediation or facilitation) are often
preferred.
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Presented by: Shraddha Thakker (07bs4614)
Urmi J. Shukla (07bs4643)
Team Building Interventions
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Distinction between
Groups and Teams
A work group is
- a number of persons
- usually reporting to a common superior
- having some face-to-face interaction
- persons have some degree of interdependence in carrying out
tasks for the purpose of achieving organizational goals
A team is
- a form of group
- has some characteristics in greater degree than ordinary groups
- and a higher degree of interdependency and interaction
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Why People Join Teams?
Feel stronger
Reduced insecurity of remaining alone Security
Recognition to members Status
Feeling of self worth Self- esteem
Fulfill social needs through interaction Affiliation
Things cannot be achieved individually can be achieved through group actions Power
Pooling of talents, knowledge or power enables to get job completed Goal achievement
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What Is Team?
Team is a group of a persons- supervisor and members interacting with each other.
Listening
Participating
Collaborating
Supporting
Coordinating
Motivating
Effectiveness of team is not merely measured in completing a task or reaching a decision, a team must be aware of the process.
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What Is Team?
Collection of people relying on group
collaboration achieve success and goal achievement.
Importance is on joint, concerted and
coordinated effort which generate positive energy
to achieve goals.
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Benefits Of Team Building
Management, complexity of task and situation requires to be creatively and collectively managed.
Capable of rapid response to situations.
Encourages high motivation and consequent achievement.
Level of commitment is high.
Collaborative strength of team and teams are task oriented.
All the members benefits from the team individuals and organization.
Achieve higher level of productivity and performance.
Expanded job skills as they do each others job this increases organizational flexibility to deploy members in long run.
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Life cycle of team
Forming
Storming
Norming
Performing
Adjourning
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Stages of Group Development
E X H I B I T 82
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Characteristics Of Effective Teams
Clear purpose to all
Members know their goals mission, vision
Participation
All members are listened as there is effective interaction
Consensus decision making
Situation is diagnosed by joint decision and problems are solved through cooperation and supportive relationship
Leadership
Anyone is free to volunteer and leaders role is supportive and informal
Trust and respect for one another 2/16/2015 32
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Characteristics Of Effective Teams
Close sense of identification
High degree of group loyalty, group solidarity or cohesiveness.
Positive synergy
Level of performance is greater due to coordinated effort
Self assessment
Periodic examination how well the team is functioning?
High performance teams
All the above + commitment, ambition, mutual accountability members are interchangeable with complementary skills
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Strategies For Team Building
Diagnosis Task
accomplishments
Team relationships
Team and organization
processes
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Strategies For Team Building
Work
Team
Building
Activities
A. Diagnostic Meetings:
unfreeze the members to be ready Joint data collection Feedback data and discuss problem areas
of the group
B. Team building focused on:
Task accomplishment including problem solving, decision making, role
clarification, goal setting
Building and maintaining effective inter personal relationships
Understanding and managing group process and culture identify barriers and
seek collaboration
Role negotiation techniques.
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Types Of Teams
Work team
Comprises of section/work group i.e. supervisor and his employees
Problem solving teams
Common in 1980s
Quality circles, productive teams, task force etc.
Not given authority to unilaterally implement any of their actions.
Members are from the same section or department
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Cross functional teams
Become vogue in 1990s
Composed of members from different departments to coordinate complex projects and are from same hierarchical level
Effective way to exchange information, develop ideas and solve problems and solve complex projects
Gradually builds trust and team work as people are from different back grounds, with different experience and perspective. Self managed teams
Cross functional so skills are complementary
Collective control over work and are empowered
Sharply focused objective
Near complete operational and decision making autonomy- set their rules to operate
Every member has separate role for his department
Training and grooming of members as business managers
Self evaluation
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TEAM WORK Successful teams have a combination of qualities summed up
in acronym team work
T :- trust
E:- enthusiasm
A:- ambition to succeed
M:- mutual interest
W:- workability of goals
O:- openness to share ideas
R:- resilience
K:- key result areas
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How Team Manage Themselves?
Form the team
Set targets
Plan the activity
Analyze problems
Find solutions
Put into action
Validate the result
Register
achievement
6-8 cross functional members
Investigate current conditions
Assign every member a role
Identify the causes
Consult the leader if necessary
Ensure unity of purpose
Is the solution permanent
Acknowledge result as target
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Different Types of Teams
Cross-Functional Teams: comprised of individuals with
functional home base- eg. Manufacturing, design, eng
etc.- but they meet regularly to solve ongoing challenges
requiring input from a number of functional areas
Effective Teams: are relaxed, comfortable and informal
High-Performance Teams: have strong personal
commitment to each other- commitment to others
growth and success
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Effective Team
An effective team has certain characteristics that allow the team
members to function more efficiently and productively.
An effective team develops ways to share leadership roles and ways to
share accountability for their work products, shifting the emphasis from
the individual to several individuals within the team. A team also develops
a specific team purpose and concrete work products that the members
produce together.
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Major approaches to Team Building
Formal work group diagnostic
meeting
Formal work group tem-building
meeting
Process Consultation
Gestalt OD 2/16/2015 42
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THE FORMAL GROUP DIAGNOSTIC MEETING
Its purpose is to conduct a general critique of the
performance of the group and to uncover and identify
problems on which they will work on
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THE FORMAL GROUP TEAM-BUILDING
MEETING
It has the goal of improving the teams effectiveness through
better management of task demands, relationship demands
and group processes.
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PROCESS CONSULTATION INTERVENTIONS
Process consultation model is similar to team-based
interventions
It places greater emphasis on diagnosing and understanding
process events
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GESTALT APPROACH TO TEAM
BUILDING
Focuses on individual than the group
It is based on the belief that persons functions as whole total
organisms.
And each person possesses positive & negative characteristics
that must be owned up to &permitted expression
People get into trouble when they get fragmented, when they
do not accept their total selves &when they are trying to live
up to the demands of others rather than being themselves
The goals of gestalt therapy are:
Awareness,Integration,Maturation,Authenticity,Self-
Regulation,Behaviour Change, 2/16/2015 46
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Basically one must come to terms with oneself, must accept
responsibility for ones actions, must experience & live in the
here & now & must stop blocking off awareness, uthenticity &
the like by dysfunctional behaviours
It can be applied to boss-subordinate relations & team building.
The primary thrust is to make the individual stronger, more
authentic & more in touch with the individuals feelings building a
better team. The individual must recognise, develop, &experience
his potency & ability to cope with his organizational world
whatever its present condition.
To do this people must be able to express their feelings fully both
positive / negative. They must learn to stay with transactions
with others & work them through to than suppressing negative
feelings or cutting off transactions prematurely.
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Techniques and Exercises used in Team
Building
ROLE ANALYSIS
TECHNIQUE INTERDEPENDENCY
EXERCISE
APPRECIATIONS &
CONCERNS EXERCISE
ROLE NEGOTIATION
TECHNIQUE
FORCE-FIELD ANALYSIS
RESPONSIBILITY
CHARTING VISIONING
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Steps in Team Intervention
Step 1 - Identify At-Risk Population
Step 2 - Initial Intervention Team Meeting
Step 3 - Interventions Begin
Step 4 - Second Intervention Team Meeting
Step 5 - Request for Further Testing
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Key Issues
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Creating a Healthy Environment
Developing an Agenda
Establishing Team's Expectation
Setting Priorities
Task Versus Interpersonal Focus
Follow-up Sessions
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Step 1 - Identify At-Risk Population:
It must be determined which members are at-risk. The lowest 10% in each
level will be the target group.
Identify them by considering Previous years review or with various
assessment technique.
Step 2 - Initial Intervention Team Meeting:
- Review data with all personnel in attendance
- Brainstorm interventions (interventions must be research-validated). Other
interventions may have been agreed upon during the initial Intervention Team
meeting.
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