Ch15

Team Management and Conflict

MultiMedia by 2002 South-

Teams Defined

•• A group of two or more people
A group of two or more people
•• Interact regularly and coordinate their work to accomplish
Interact regularly and coordinate their work to accomplish
a common objective
a common objective


Three Points Characterize a Team

 First, at least two people must be involved.
 Second, the members must interact regularly and
coordinate their work.
 Third, members of a team must share a common
objective.


Characteristics of Effective Teams
 Team members are committed.
 All team members feel free to express themselves and
participate in discussions and decisions.
 Members trust each other.
 When needs for leadership arise, any member feels free to
volunteer.
 Decisions are made by consensus.
 As problems occur, the team focuses on causes, not symptoms.
 Team members are flexible in terms of work processes and
problem solving.
 Team members change and grow.


Two Types of Teams
 Vertical Team – sometimes called a command team or a
functional team.
 Composed of a manager and his or her subordinates.
 May include as many as three or four levels of management.
 Horizontal Team – made up of members drawn from different
departments in an organization.
 In most cases such a team is created to address a specific task
or objective.
 May disband after the objective is achieved.
 Three common kinds of horizontal teams:
– Task forces
– Cross-functional teams
– Committees


Potential Uses For Teams
Product
Development
? Teams Project
Teams Teams

? Team
Team Quality
Teams Options
Options Teams

? Process
Teams Teams
Work
Teams


Virtual Teams
Defining Characteristics

 Members are distributed across multiple locations.
 Membership can be extremely diverse in skills and
culture.
 Team members can join or depart the team in
midstream.


Teams with
Moderate Independence

Project
Cross-functional
Product development


Independent Work Teams

Self-managed Self-directed

Work teams Executive teams


Steps in the Process of Team
Building
Step 1: Assessing feasibility.
Step 1: Assessing feasibility.
Step 2: Identifying priorities.
Step 2: Identifying priorities.
Step 3: Defining mission and objectives.
Step 3: Defining mission and objectives.
Step 4: Uncovering and eliminating barriers to team building.
Step 4: Uncovering and eliminating barriers to team building.
Step 5: Starting with small teams.
Step 5: Starting with small teams.
Step 6: Planning for training needs.
Step 6: Planning for training needs.
Step 7: Planning to empower.
Step 7: Planning to empower.
Step 8: Planning for feedback and development time.
Step 8: Planning for feedback and development time.


Prince (1989), Parker (1990)
Reported that the Typical Team
Includes Roles For

Task specialists

Social specialists


Roles for Task Specialists Include

 The contributor, a data-driven person who supplies
needed information and pushes for high team
performance standards.
 The challenger, a team player who constantly
questions the goals, methods, and even the ethics of the
team.
 The initiator, the person who proposes new solutions,
new methods, and new systems for team problems.


Roles for the Social Specialists Include
 The collaborator, the “big picture” person who urges
the team to stay with its vision and to achieve it.
 The communicator, the person who listens well,
facilitates well, and humanizes the work of the team.
 The cheerleader, the person on the team who
encourages and praises individual and team efforts.
 The compromiser, the team member who will shift
opinions to maintain harmony.


Team Leaders Require a
Special Set of Skills
Oriented
toward Create a
noncompetitive Renew trust
teamwork and
cooperation atmosphere

Encourage Share
Think members to leadership
reasonably assume as much
responsibility
Keep their
Positively as they can
teams focused
reinforce handle


Stages of Team Development

Forming Storming Norming Performing


Forming Stage

Members become aquatinted

Members test behaviors

Marked by a high degree of
uncertainty


Storming Stage

Disagreement and conflict occur.
Disagreement and conflict occur.
Personalities emerge.
Personalities emerge.
Members assert their opinions.
Members assert their opinions.
Disagreements may arise.
Disagreements may arise.
Coalitions or subgroups may emerge.
Coalitions or subgroups may emerge.
The team is not yet unified.
The team is not yet unified.


Norming Stage

Team comes together Disagreements and
conflicts resolved

Teams achieves unity;
consensus about who Now focused
holds the power

It has oneness A sense of team cohesion


Performing Stage

Begins to function and moves toward
accomplishing its objectives.

Team members interact well with each other.

Deal with problems. Coordinate work.

Confront each other if necessary.


Determinants and Results of Team Cohesiveness
High
Morale
Small Size
Frequent Interaction High
Clear Objectives Cohesiveness
Success Objective
Achievement
Degree of
Team Factors Cohesiveness Results

Low
Morale
Large Size
Infrequent Interaction Low
Unclear Objectives Cohesiveness
Failure Failure to
Achieve
Objectives


Effects of Cohesiveness and Performance
Norms on Productivity
High

B A
Team Performance Norms

Moderate Productivity High Productivity

C D
Low-to-Moderate Low Productivity
Productivity

Low
Low Team Cohesiveness High


Costs of Teams

Power-realignment Training expenses

Lost productivity

Loss of productive
Free-riding
workers


Philosophical Approaches to Conflict
Beliefs Reactions
TRADITIONAL VIEW
• Conflict is unnecessary. • Immediately stop conflict.
• Conflict is to be feared. • Remove all evidence of conflict,
including people.
• Conflict is harmful.
• Conflict is a personal failure.


Beliefs Reactions
BEHAVIORAL VIEW
• Conflict occurs frequently in • Immediately move to resolve or
organizations. eliminate conflict.

• Conflict is to be expected.
• Conflict can be positive but,
more likely, it is harmful.


Beliefs Reactions
INTERACTIONIST VIEW
• Conflict is inevitable in • Manage conflict to maximize
organizations. the positive.
• Conflict is necessary for • Manage conflict to minimize
organizational health. the negative.
• Conflict is neither inherently
good nor bad.


Sources of Conflict
Differences in Values and
objectives perceptions

Disagreements about
role requirements

Work activities Individual approaches

Breakdowns in
communication


Analyze a Conflict Situation,
Three Key Questions

Who is in conflict?

What is the source of conflict?

What is the level of conflict?


Conflict Situation Strategy

 Avoidance
 Smoothing
 Compromise
 Collaboration
 Confrontation
 Appeals to subordinate objectives
 Decisions by a third party


Circumstances in Which Managers
Stimulate Conflict
When team When people appear
members exhibit to be afraid to do
and accept minimal anything other than
performance. the norm.

When team members
passively accept events or
behavior that should
motivate action.


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