This presentation was a semester project for "conflict management". It was completed with the help of subject teacher.

1. Overcoming Team
Conflict

2. Team Members:
•Sidra Khan
•Laila Syed
•Hira Sher
•Shukaib Afridi

4. Contents
1 Working as a team
2 Team process
3
Four main aspects of team process
4 Team development
5 Managing Conflict in Teams
6 Tension in Teams
7 Tactics

5. Team work
• Consists of more than one person
• Each with different responsibilities
• Seven common elements
– Common purpose
– Interdependence
– Clear roles and contributions
– Satisfaction from mutual working
– Empowerment.

6. Purpose of the Note…
• Make teamwork less difficult
• Effective and productive team process
• Better understanding of team work
• Achieving formal task efficiently
• Recognizing potentials of the team work

7. Effective Team Process
• Groups evolve into teams
• Composed of unique individuals
• Relationship among team members
• Observing & diagnosing team process
• Team behavior
• How & when to intervene

8. Four main aspects of Team Process
Decision Participation Influence
Conflict

9. Decision making Process
•Problem Solving
•Traps to be avoided
•Supported by opinion leaders
•Technically better solutions

10. Steps of Decision Making
• Identify & explore the problem
• Generate possible solutions
• Refine and critique possible solution
• Implement the solution

11. Participation
•Little disparity is normal
•Large disparity shows an
ineffective process
•Uneven participation
•Active participators

12. Factors affecting Participation
• Gender Differences
• Linguistic styles
• Cultural learned signals
• Personality type
• Style preferences

13. Intervention
• Members act as gate keepers
• Provide opportunity to all members
• Encouraging & Helping behavior
• Culture of acceptance
• Clarifying the point which is less considered
• Reinforcing a prior point
• Bring out silent people

14. Influence
•Personality type
•Group process
•Too much influence
•Ideas of others rejected

15. Imbalance in influence
• Higher influencing members
• Lower influencing members

16. Intervention
• Dominating members
• Pointing out the ideas
• Ignoring the dominating member`s ideas
• Broadening the discussion

17. Conflict
•Individual differences
•Team`s collective identity
•Task conflict
‾Constructive
‾Destructive

18. Task Conflict
Constructive Conflict Destructive Conflict
•Task conflict •Affective / emotional
•Honest team discussions •Extreme stress
•Creativity •Strained emotions
•Different ideas •Hard feeling
•Alternative solutions •Undermine team effectiveness

20. Minimizing Affective Conflict
Templates
1 “Who am I…?”
• Group Interaction
2 “Do I have a value…?”
• Grappelled with Questions
3 “Do I have Influence…?”

21. Intervention
• Sense of fairness
• Empowering team members
• Examining appropriate behavior
• Reinforce desirable behavior
• Ground discussions
• Commonly held team goals
• Encourage task conflict

22. Team Development

23. Setting Goals
• Demanding performance
• Team purpose
– Imposed from above
• Team goals
– Established within the team
• Meaningful performance
• Concrete performance goals

24. Establishing working approach
• Options
• Achieving the goal
• Fair share of work
• Collective work product
• Social loafing

25. Team Culture
How teams should
Setting clear rules
operate?
Basic working structure Developing norms

26. Why Conflict?
•Impossible to eliminate
•No learning
•No creativity

27. How to React to Conflict?
• Keep differences controlled
• Manage it once surfaced

28. Managing Conflict
•Depersonalize
•Treat as organizational issue

29. Silencing
•Similar to groupthink

30. Reasons
•Supervisor’s pressure
•Unwelcomed advice
•Team integrity
•Time sensitive project
•Unanimity

31. Results
Broken Diminished
Relationships creativity
Impaired Poor decision-
making
learning

32. Strategies to avoid Silencing
• Replace silent spirals with virtuous spirals of speaking
• Take risk to express your opinion
– Openly
– Honestly
– Strategically
• Major role of Leaders

33. Seeing other’s Perspectives
• Achieving mutual understanding
• Bring hidden agendas to surface
• Walk a mile in other person’s shoes
– Create a free space for talking
• Don’t judge too quickly

34. Organizational Support
• Develop skills of active listening
• Make productive conversations
• Discuss key operational goals
• Clearly assigned roles and accountability
• Discuss interdependencies

35. Contd…
• Don’t triangulate conflict
• Don’t recruit supporter for your point of view
• Don’t criticize other
• Try not to personalize issues

36. Tension in Teams
•When is it Destructive?
•When is it Constructive?

37. Constructive

38. Destructive
• Stagnancy
• Good ideas wither and die
• Cause snowball effect

39. Team Leader’s Role
How to turn
conflict positive?

40. Ways of Turning Conflict Positive
Expert’s Advices
1 Set a few ground rules
2 Stick to the facts
3 Find a time and place for conflict
4 Lead by Example
5 Facilitator

41. 1. Set a Few Ground Rules

42. 2. Stick to the Facts

43. Find a time and place for
conflict

44. 4. Lead by Example

45. 5. Facilitator

46. Handling Conflict in Teams
• Inevitable
• Tactics to deal with interpersonal
conflict
• Recognizing personality types

48. Avoid “Tit for Tat” reactions
• Respond kindly
• Doing the same reinforces his behavior
• Respond in an unexpected way

49. Underlying Message
• Misbehavior signal deeper problems
• Manager should search it out and deal with it
• Gives you a chance to search out the team for other problems

50. Use the team to heal the team
• Enforce solutions on teams
• Let the team workout its own problems
• Achieving goal
• Pointing towards solution

51. Lose the battle; win the war
• Balance between:
– Short term benefit
– long term need
• Check how important for plan long term
• Wiser:
– Accept short term pain
– Build long term strength and trust

52. Satisfy the Showoff
• Every team has self loving people
• Give them what they need
• Offer him some compliments
• Then switch to other member

53. Calm the eager Beaver
• Always positive
• Always anxious
• Keep themselves in
• Turn out to be doing nothing
• To deal with these people, praise them and bring others in

54. Silence the Heckler
• Interrupts every brainstorming session
• Take out flaws
• Disapprove all the options
• To deal with these folks, challenge them to come up with
something of their own

55. Move the Mule
• Don’t want anything to change
• Real concerns should be dealt
• If no reason; take action
• Give him another course of action
• Or send him on a project of his own

56. Realign the right but irrelevant Ringer
• Can’t be silenced
• Continue path that has little to do
• To deal with such people
– acknowledge the underlying emotion
• Dealing with the deeper issues will remove the disruptive behavior in the
long run