pom-7 group behavior & conflict

8/3/2019 POM-7 Group Behavior & Conflict

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AN EXPERIMENT

Exhibit A Exhibit B


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POWER OF CONFORMITY

Asch Paradigm (Solomon Asch, 1950)

Solomon Asch thought that the majority of people

would not conform to something obviously wrong,

but the results showed that:

25% of the participants did not conform.

75% conformed at least once,

5% conformed every time.


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SYNERGY: 1+1+ 1 = ?

More than 3 -> Synergy Less than 3 -> Social Loafing

Synergythe creation of a whole that is

greater than the sum of its parts.

Which theory does this address?

When synergy occurs, groups accomplishmore than the total of their members

individual capabilities.


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SOCIAL LOAFING

Group Size

Performance

The tendency for

individuals to expend

less effort when working

collectively than when

working individually


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CHARACTERISTICS OF TEAMS

CohesivenessThe extent to which members are loyal and

committed to the group; the degree of mutualattractiveness within the group.

Factors That Influence Group Cohesiveness

Factors That IncreaseCohesiveness

Factors That ReduceCohesiveness

Intergroup competition

Personal attraction

Favorable evaluation

Agreement on goals

Interaction

Group size

Disagreement on goals

Intragroup competition

Domination

Unpleasant experiences


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GROUP COHESIVENESS ANDPRODUCTIVITY


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GROUPS IN WAYS THEY WOULDNT BEHAVE IF

ALONE?

Group Think: Individuals in crowds adopt a group

mind.

Deindividuation: a loss of personal responsibility

that occurs in group situations that foster anonymity

Eg: Trick or Treat Studies

Eg: NASAs launch of Challenger (1986) cold weather-solidrocket boosters too brittle-73 sec blew off.

Escalation of Commitment


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HOW DO GROUPS MAKE DECISIONS?

Roger, who has two kids and a low-paying job, just

heard that the stock of an unknown company may soon

triple if its new product is received favorably. Of course,

the stock may decline if the product flops. Roger should

sell his life insurance policy to invest in the company onlyif the chances of the stock doing well are:

10% to 100 % ? What is your answer individually and as

a group member?

Group/Risky shift: Tendency for groups to make riskier

decisions than individuals.


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TYPES OF TEAMS

Conventional - Functional, Divisional,Matrix

Contemporary

Virtual teams

High Performance Work teams

Cross- Functional teams Quality Circles (Kurt Lewin, TQM)

Self-Managed/directed teams (empowered

teams)/Autonomous Work teams


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WHY DO SOME TEAMS WIN?

Clear purpose, climate of mutual respect and trust,

informality, participation, listening, civilized

disagreement, consensus decisions, opencommunication, clear roles and work assignments,

shared leadership and values, external relations (non-

insular), style diversity, self-assessment, complementary


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CONFLICT

MANAGEMENT


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EFFECT OF CONFLICT

Optimal conflict increases performance

When conflict is too much to handle it

decreases performance

Physiological

Psychological

Behavioral


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FIVE MOST COMMON TYPES OF WORKPLACE CONFLICT Interdependence Conflicts. A sales-person is

constantly late inputting the monthly sales figureswhich causes the accountant to be late with herreports.

Differences in Style. One person may just want to

get the work done quickly (task oriented), whileanother is more concerned about having it done aparticular way e.g. artistic or by including otherpeople in the project.

Differences in Background/Gender. Differences in Leadership.

Personality Clashes. A team leader jumps onsomeone for being late because she perceives the

team member as being lazy and inconsiderate. The


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SOURCES OF CONFLICT


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CONFLICT MANAGEMENT TECHNIQUES

Conflict Inducement Techniques

Threats

Devils Advocate

Avoidance

Compromise

Behavioral Training

Changing Structure

Authority

Problem Solving

Super ordinate Goals

Expansion of Resources

Smoothing


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WHAT IS YOUR CONFLICT-HANDLING

STYLE?

Try to identify:

1.Potential reasons for conflict.

2 .Your initial reaction and solution.

3.Other information you might require.

4.Possible alternative solutions.


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CONFLICT VIGNETTES

You have been employed as a supervisor in the same

department for 4 years. You are well respected and do a

good job. A new supervisor has recently been appointed

whom you have to work with. They are continually re-

organising the section, re-prioritising work which you have

allocated and questioning your judgement openly.

Following a restructuring exercise, new departments have

been formed. You are now working with 2 other sections

who were previously separate. The staff do not mix, they

do not share information and are quietly hostile to each

other. The quality of work leaving the department is

suffering.


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CONFLICT VIGNETTES

Your partner arrives home and tells you that he/she have

been offered a promotion. It will mean moving area and

house. You do not want to move as it will mean disrupting

your career, leaving friends and moving your children's

school. Your partner feels you should support him/her.

You are discussing going on holiday with a group of 4

friends. You would like to spend a bit of money and get a

nice resort, hotel, full-board - a complete break. Your

friends, especially one of them, is keen to have a budget

holiday, self catering and a wild time! You feel that the

discussion is going their way. You want to share this

holiday though, otherwise you may have to miss out or go

alone.


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You are the supervisor of your department, and have just returned from a

family vacation. The minute you get to work, employees are coming to you

and telling you there were several blow-ups/arguments in the department

while you were on vacation. Three employees have been involved in a

heated battle, and have been taking their stress out on each other (they

used to be good friends). What started out at as just taking stress out on one

another, and small conflicts, has grown into a heated battle. The three

employees perform a vital function in your department, and since the

disagreements started one month ago, the employees havent been fulfilling

their job responsibilities like they have in the past, and productivity is going

down. This constant conflict is taking its toll on the other employees in your

department.

CONFLICT VIGNETTES


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The manager of your department has the reputation ofbeing a yes person. At meetings with administrators,he/she will agree to take on new projects. Due to his/herwillingness to take on these projects, the person has a verygood reputation/standing with administration.

As an employee in your department, you know thatwhatever the yes person agrees to do, never actuallygets accomplished. The only time this personsprojects/additional responsibilities are completed is by thework of the employees in the department. The employees

do this because they want their department to besuccessful, but are very resentful.

One of the employees has had enough of this yespersonnot doing his/her job, and comes to you for help.

CONFLICT VIGNETTES


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As supervisor, you are conducting the yearlyevaluations/performance reviews for your department. You aremeeting with one employee and you express that he/she is doinggood work, and is professional and courteous to co-workers andcustomers. You also indicate that there are some areas ofimprovement needed including: taking too much time at lunch(more than allotted time), coming to work late and leaving early.The employee is astonished and says that because you didntaddress these issues before so why are you doing it now. Theemployee also tells you that she/he stays later if he/she is late for

work.

You explain that these issues have been discussed with the entiredepartment in past staff meetings the topics of being punctual,and not abusing flexible scheduling in the department, andthought your message was clear. The employee storms out of theperformance review saying how unfair you are, and he/she isgoing to report you to administration.

CONFLICT VIGNETTES


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You are the manager of a department that functions fairly well. There is

one employee (a good worker) who is always depressed, or has somepersonal crisis occurring in his/her life. Since the employees like thisperson, they offer lots of sympathy to him/her. This person is has beenmissing a lot of work lately, and uses his/her vacation and sick leave asearned. This employee has struggled with family issues over the years,which is why he/she frequently uses leave time, and/or time off without pay.This persons work is beginning to suffer, as he/she misses dead lines. Theother workers in your department are starting to get upset.

You are an administrator of your organization and have just received a

letter from a customer about the customer service he/she received. Theletter states that the customer had to wait on hold for over thirty minutes.Other complaints included being treated rudely by an employee (whosename is given in the letter). Customer service/ satisfaction is one of themost important values of your company.

CONFLICT VIGNETTES


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CONFLICT VIGNETTES

Setup: In this scenario, an older, wiser manager is in conflict with a younger employeewho "socializes constantly" with co-workers during quiet time, when employees aresupposed to focus on their work without being disturbed. The employee is popularand carries a lot of influence with her co-workers. The older manager is justifiablyconcerned that all this socialization by the employee is reducing productivity. Okay,roll it:

Manager(confrontationally): "Sue, you've got to stop socializing with your co-workers.It's really not productive. My philosophy is that the workplace is designed for work,not recreation."

Employee (with indignation): "What do you mean "socializing!" What's wrong withtalking to my colleagues?"

Manager:"If it's business, that's one thing. I'm talking about chatting during quiet time."Employee:"What's wrong with that?"Manager:"We're a dynamic, hard-working company, not a singles' club. From now on,

I expect you to focus on your projects and leave the talking for after hours."

Employee(aggressively): "I'm the hardest worker on this team. You know when you'reunder the gun, I get the job done! Why don't you speak to the others?- I don't forcethem to talk to me!"

Manager:(firmly) "I'm talking to you now. I'll talk to them later."Employee (with disgust): "I didn't take this job to be a workaholic; it's only human to

talk to your co-workers. I can't work with someone constantly looking over myshoulder."

Manager: "I want you to focus on your projects during quiet time and leave the"


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CONFLICT VIGNETTES

Setup: This scenario involves an employee who collects data from other, higher ranking co-

workers in the organization and compiles the data into critical monthly reports. One of thesehigher level co-workers has been negligent about giving the employee the needed data ontime. So the employee decides to ask her manager for help. Roll the tape:

Employee(reluctantly and non-assertively): "For months I've been trying everything - reminders,e-mail, checklists and nagging - but I've been unsuccessful at getting the data from Cindy ontime. That's why I've been behind on the reports."

Manager:"You've got to get those reports to me on time."Employee:"I know. She's friendly towards me but consistently unresponsive when I try to get the

data from her. I'd like to be able to handle it better, but I don't know how to approach itbecause Cindy's on a higher level than me. Maybe it would be better if you spoke with herabout it?"

Manager(very clipped and business-like): "I've got too much going on to handle this matter. My

philosophy is just to be straight with people about what you need and don't give them so muchroom. Do you want me to enroll you in an assertiveness course?"

Employee(looking away and speaking hesitantly): "That would be nice, but I'm not sure it wouldbe enough in this case..."

Manager(impatient to end discussion): "Look, it's up to you. Do whatever it takes to get the data -Cindy knows you've got to have it. Put the heat on and let her know you need it now!"


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CONFLICT VIGNETTES

Setup: This scenario involves an employee who collects data from other, higherranking co-workers in the organization and compiles the data into critical monthlyreports. One of these higher level co-workers has been negligent about giving theemployee the needed data on time. So the employee decides to ask her managerfor help. Roll the tape:

Employee(reluctantly and non-assertively): "For months I've been trying everything -reminders, e-mail, checklists and nagging - but I've been unsuccessful at gettingthe data from Cindy on time. That's why I've been behind on the reports."

Manager:"You've got to get those reports to me on time."Employee:"I know. She's friendly towards me but consistently unresponsive when I tryto get the data from her. I'd like to be able to handle it better, but I don't know howto approach it because Cindy's on a higher level than me. Maybe it would be betterif you spoke with her about it?"

Manager(very clipped and business-like): "I've got too much going on to handle thismatter. My philosophy is just to be straight with people about what you need and

don't give them so much room. Do you want me to enroll you in an assertivenesscourse?"Employee(looking away and speaking hesitantly): "That would be nice, but I'm not

sure it would be enough in this case..."Manager(impatient to end discussion): "Look, it's up to you. Do whatever it takes to

get the data - Cindy knows you've got to have it. Put the heat on and let her knowyou need it now!"


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CONFLICT-HANDLING STYLES

Accommodation Collaboration

Avoidance Competition

Compromise

HighLow

High

LowConcernf

orOthers

Concern for Self


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CONSEQUENCES OF CONFLICT

Lose-Lose conflict

Lose-Win conflict

Win-Lose conflict

Win-Win conflict

pom-7 group behavior & conflict

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