Why do we care about coalitions?
MGMT 498: Team Development and Leadership February 5, 2015
Dr. Lauren D’Innocenzo
Team Conflict
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Agenda
MGMT 498: Team Development & Leadership
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FG&T Towers Debrief
Team Conflict
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Coalitions
MGMT 498: Team Development & Leadership
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What is a coalition?
Two or more parties who agree to cooperate to achieve a mutually desirable goal
Why do coalitions form?
When parties do not have sufficient resources individually to control an outcome, but a combination of their resources can potentially control the outcome
Why do we care about coalitions?
MGMT 498: Team Development & Leadership
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Creates subgroups
Pulling someone to your side can be task-direct or relationship-focused (personal)
Managing perceptions
Think that someone can help you
Can pit you against others
Trust?
Can lead to…
CONFLICT
What is Conflict?
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A process that begins when one party perceives that its interests are being opposed or negatively affected by another party.
Some conflict is good,
some conflict is bad…
(c) 2008 Prentice-Hall, All rights reserved.
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Forms of Conflict
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(c) 2008 Prentice-Hall, All rights reserved.
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Task
Process
Relationship
Status
Allows team to come up with different solutions
Fights over logistics – e.g., time, day of meeting
Arguments or personal attacks on team members
Fighting over position or power in team
Perspective on Managing Conflict
MGMT 498: Team Development & Leadership
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How do teams handle conflict?
MGMT 498: Team Development & Leadership
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Different strategies are effective in different situations
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The Five Conflict-Handling Styles
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Competition
(Intimidation)
Collaboration
(win-win)
Avoidance
(Stalemate)
Accommodation
(Capitulation)
Compromising
Low
High
High
Low
Concern for Self
(Self-interest)
Concern for Others
(empathy)
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Collaboration
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Parties confront the issue and cooperatively identify the problem, generate and weigh alternative solutions, and select a solution
Appropriate for complex
issues plagued by misunderstanding
Strength:
Weakness:
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The Five Conflict-Handling Styles
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Competition
(Intimidation)
Collaboration
(win-win)
Avoidance
(Stalemate)
Accommodation
(Capitulation)
Compromising
Low
High
High
Low
Concern for Self
(Self-interest)
Concern for Others
(empathy)
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Accommodation
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Involves playing down differences while emphasizing commonalities
Appropriate when it is possible to get something in return
Strength:
Weakness:
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The Five Conflict-Handling Styles
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Competition
(Intimidation)
Collaboration
(win-win)
Avoidance
(Stalemate)
Accommodation
(Capitulation)
Compromising
Low
High
High
Low
Concern for Self
(Self-interest)
Concern for Others
(empathy)
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Competition (Intimidation)
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Relies on formal authority to force compliance
Appropriate when an unpopular solution must be implemented
Strength:
Weakness:
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The Five Conflict-Handling Styles
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Competition
(Intimidation)
Collaboration
(win-win)
Avoidance
(Stalemate)
Accommodation
(Capitulation)
Compromising
Low
High
High
Low
Concern for Self
(Self-interest)
Concern for Others
(empathy)
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Avoidance
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Involves either passive withdrawal from the problem or active suppression of the issue
Appropriate for trivial issues
Strength:
Weakness:
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The Five Conflict-Handling Styles
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Competition
(Intimidation)
Collaboration
(win-win)
Avoidance
(Stalemate)
Accommodation
(Capitulation)
Compromising
Low
High
High
Low
Concern for Self
(Self-interest)
Concern for Others
(empathy)
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Compromising
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Give-and-take approach involves moderate concern for both self and others
Appropriate when parties have opposite goals
Strength:
Weakness:
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Methods for Reducing Team Conflict
MGMT 498: Team Development & Leadership
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Trust
Conflict Intervention
Trust is critical in Teams
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Trust – intention to accept vulnerability based on the reciprocal faith in others’ intensions and behavior.
Low Medium High
Low Intragroup Conflict Low Medium High 1.0 4.0 7.0 High Intragroup Conflict Low Medium High 3.2 3.5 3.7
Cognitive Conflict
Affective Conflict
Building Trust
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Trust is earned, not demanded
Communication
Be candid about own limitations
Support
Be approachable
Respect
Tell the truth
Actively listen
Fairness
Give credit where credit is due
Predictability
Be consistent
Keep promises
Competence
Demonstrate good business sense
Conflict Interventions
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Conflict Interventions
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Team (re)design – deliberate changes in the structure.
May involve how the goals are defined
Who is on the team
Resource allocation
Norms of conduct
___________________________________________
Conflict Interventions
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Task process coaching – coaching that helps team perform better via changes in effort, strategy, and talent.
Involves developing team member skills
Improving communication system
Help teams exploit talents
Conflict Interventions
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Conflict process coaching – directed at improving quality of conflict
Trust-building exercises
Structured debate
Appointing a devil’s advocate
Develop strategies for dealing with potential future conflict
Conflict Interventions
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Changing the individual – make specific team members more tolerant, thoughtful, and capable when they disagree.
Behavioral training
Behavioral and personality assessments
