conflict mgt & resolution
TRANSCRIPT
Decisions/Conflict Resolutions
COM 516
Shaneeka Perry-LawsonKaren Boyd
John ShertliffCarrie Evans
Stephanie Hezekiah
January 6, 2012
IntroductionThere are many ways to make decisions and
resolve conflict when working with a group. In this presentation we will discuss:
Team Decision MakingEffective/ Ethical DecisionsConflict: Sources/ SolutionsConflict and Cohesion in Groups
Team Decision MakingThe way a team decides to make a decision is one of the most important decision it makes. A team should decide in advance what decision making technique will be used so that there are no surprises when a problem occurs.(Shaneeka)
Decision Making Techniques Consensus Decision making
Advantages Useful in making serious,
important and complex decisions in which all teammates are committed to
Disadvantages Takes a lot of time and energy
Majority Rule Decision Making Advantages
Can be used when there is no time for a full consensus decision
Disadvantages Usually leaves an alienated
minority which can cause future team conflicts
Decision Making TechniquesMinority Rule
Decision MakingAdvantages
Can be used when everyone cannot get together to make a decision and the team is in a time crunch mode
Disadvantages Does not utilize the
talents of all team members
Averaging Decision Making Advantages
Individual errors and extreme opinions cancel each other out resulting in a better outcome
Disadvantages Letting members with
the greatest expertise make the decision is better than the team averaging results
Decision Making TechniquesExpert Decision Making
AdvantagesUseful when expertise of one person is superior to all team members
DisadvantagesIt is hard to determine the best expert and skills set and knowledge from other teammates are not implemented
Authority Rule without Discussion Decision MakingAdvantages
Should be used when little time is available to make a decision
DisadvantagesOne person cannot be a good resource for all decisions
Authority Rule with Discussion Decision MakingAdvantages
Gains commitment from all team members by discussion and using skill sets and knowledge of all team members
DisadvantagesRequires good communication skills from all team members and a leader is required to make a decision
ConflictConflict can be destructive or it can be constructive. Conflict arises from differences among individuals in a team. When different individuals with diverse backgrounds come together in a team they bring along with them their differences in terms of power, values, attitudes, and social factors which all contribute to team conflict. (Shaneeka)
Managing Learning Team Conflict
Team ConflictConflict often results
in three categoriesCommunication
poor listening, insufficient sharing of information, differences in interpretation and perception, and nonverbal cues
Structural Size of the team and
levels of participation
Personal include individual’s
self esteem, personal goals, values and need
Handling Negative Team conflict Direct Approach
Team leader confronts issue head on
Bargaining an excellent technique
when both parties have ideas on a solution yet cannot find common ground
Enforcement This technique is only used
when it is obvious that a member does not want to be a team player and refuses to work with the rest.
Retreat By simply avoiding or working
around the conflict, a leader can often delay long enough for the individual to cool off.
De-emphasis This is a form of bargaining where
the emphasis is on the areas of agreement
Conflict Resolution Approaches Avoidance
If the conflict itself is not central to the work of the team, it may be best to set it aside so that the important work of the team can proceed.
Accommodation one person gives in to another for the
sake of getting along. Competition
competition may best be described as a win-lose style of conflict resolution
Compromise people compromise it is to accept a
middle ground position Collaboration
people in dispute would be able to collaborate to find a resolution that satisfies the needs of everyone involved.
Effective/ Ethical DecisionsSteps of the decision making process:
Identify the core issuesDetermine decision making approachGenerate optionsResearch optionsEvaluate alternativesReach a decisionImplement and monitor(Carrie)
Decision Making ProcessIdentify Core Issues
Clear and specific Log term goals
Determine a Decision Making Approach Take a vote Flip a coin Defer to the leader Take turns
Generate Options Brain storm Write it out Get all perspectives
Decision Making ContinuedResearch Options
Get information from experts Ask a teacher
Evaluate Alternatives Pros/Cons Narrow the alternatives Prioritize factors
Reach a Decision Visualize Is the result one I can live with?
Implement and Monitor Was the out come expected?
Ethical DecisionsEthics applies principles or standards to moral
dilemmas. Ethics and character reflect on our true inner
self; they determine how we respond to …dilemmas (De Janasz, S. C., Dowd K. O., & Schneider B. Z. 2002 pg.383).
Ethics are our inner compass, and give us the guide to make difficult decisions.
When working with a group there are no right or wrong choices, and it is through effective decision making that the good of the whole is put over the good of the individual.
Conflict: Sources and Solutions Conflict between human beings in unavoidable.
People making individual decisions which consequently affect others and/or the group they belong to is the primary contributor. Identifying, classifying, and understanding various types of conflict can lead to successful management. Conflict can even be positive in certain situations. Dealing with conflict through prevention, mediation, negotiation, and other methods is essential for maintaining relationships and organizational control. The increased popularity of team building and group design in contemporary times make effective communication in all of these efforts paramount to conflict resolution. (John)
Is Conflict Normal?Traditional View (twentieth century): All conflict is
viewed as detrimental during this period. Firing managers to solve conflict was the primary solution.
Human Relations View (1940-1970): Conflict is viewed as a natural byproduct of human interaction. The first identification of positive conflict surfaces during these years.
Interactionist View (Contemporary): Present day theory holds conflict to be unavoidable. Constructive conflict is established and even intentionally integrated in human relations of many kinds. Managing conflict remains a challenge.
Sources of Interpersonal ConflictLimited Resources: Numerous people vying for a
finite pool of goods.Differences in Goals/Objectives: Incongruent
styles and attitudes slow organizational progress and achievement of results.
Miscommunication: Damaging even when unintentional. Cultural, gender, and semantic differences exacerbate problem.
Differing Attitudes, Values, and Perceptions: All are contributing factors to conflict.
Personality Clashes: Inherent differences in human nature will yield conflict.
Five Interpersonal Management StrategiesAvoidance: Consumes the least amount of
time but often leaves problem unresolved.Accommodating: Occurs when the conflict
issue is less important than the relationship. Compromising: When mutual sacrifice is
necessary to achieve common goal.Competing: The end goal supersedes
everything else including relationships.Collaborating: When both parties identify
and put aside differences for end result. Communication is critical.
Tips for Managing ConflictControl Temper and Emotions
Understand the Issues
Pick Your Battles
Search for Common Goal
Conflict Prevention TechniquesTeam Building: Concept gains popularity as
organizations increase in size. Diversity Training: Finding value in
differences.Open Communication: Newsletters,
memos, and surveys are some examples.Resource Allocation: Increase
transparency of resource distribution, and add incentives to their procurement.
Conflict and Cohesion in GroupsThree Types of Conflict
Substantive Conflict
disagreement over members’ ideas and group issues.
Procedural Conflict
disagreement among group members about the methods or processes the group should follow in its attempt to accomplish a goal.
Affective Conflict
occurs when a member does not feel valued or is threatened by the group.
(Karen)
ConflictFive Styles of Conflict
Avoidance - avoid the conflictAccommodation - giving in.Competition - not concerned with group goalCompromise- meet halfwayCollaboration-look for other solutions
ConflictFive Approaches to Conflict Management
4Rs Method-reasons, reactions, results, resolutionsAEIOU Model-assume, express, identify, outcome, understandingNegotiation-bargainingMediation-third party facilitatesArbitration-arbitrator makes decision
CohesionCharacteristics of Cohesion
InteractionSupportive CommunicationConform to Group ExpectationsSuccessful Approaches to Achieving GoalsMember Satisfaction
Balancing Conflict and CohesionPoorly managed conflicts do not develop
cohesion.
Too much cohesion while avoiding conflict leads to
bad decision.
Groups should engage in constructive conflict to
balance conflict and cohesion.
ConclusionWhen working in Learning Teams, there can be
conflict when it comes to making decisions.
However, there are methods that can be used to
resolve these conflicts. Following the appropriate
method according to the type of conflict can be a
great benefit in aiding a team to make the right
decision.
References Conflict and Cohesion in Groups. Retrieved from University of Phoenix Student
Website Learning Team Toolkit.De Janasz, S. C., Dowd K. O., & Schneider B. Z. (2002). Interpersonal Skills inEd Rigsbee, “Conflict Management and Resolution,” Business Forms, Labels
and Systems, Feb. 20, 2000, p. 62.Finley, M., & Robbins, H. (2000). (2nd ed.). (p. 271). Berrett-Koehler Publishers.Joseph Eby Ruin, “Six Factors in Conflict Management,” The New Press Times,
June 14, 1997, p. 1-EXKenneth Thomas, “Conflict and Conflict Management,” in Handbook of Industrial
and Organizational Psychology (Chicago: Rand McNally, 1976), pp. 889-935.Organizations. New York: McGraw-Hill. pp. 371-393, 241-259Personal Decisions International, “Five Steps to Mediating Conflict,” Workforce,
Feb. 1999, p.25.Porter, S. Team Decision Making. Retrieve January 5, 2012, from
http://www.apollolibrary.com/Library/ltt/download/TeamDecisionMaking.pdfStephen Robbins, Organizational Behavior, Eight Ed. (Upper Saddle NJ: Prentice
Hall, 1998), pp 435-436.Townsley, C. A. Resolving Conflict in Work Teams. Retrieved January 6, 2012,
from http://www.innovativeteambuilding.co.uk/pages/articles/conflicts.htm