Conflict in Teams团队中的冲突.pptVIP

Conflict in Teams Chapter 7 Is all conflict bad? What happens when there is not enough conflict? Functional (Task) Conflict Disagreements about task @ hand (work related) Ex: debate, difference of opinion, constructive criticism Benefits? Dysfunctional (Relationship) Conflict Disagreements based on personalities social issues unrelated to work Ex: back-stabbing, gossip, slander, emotions Consequences? Process Conflict Disagreements on task strategy delegation of resources duties Good or bad? Conflict Proportional Conflict The relative amount of each type of conflict (in proportion to one another) Creates different team experiences Ex: 70% task 20% process 10% relationship Perceptual Conflict The degree to which team members perceive levels of conflict (compared to one another) Promoting Task Conflict All members need to agree on common goal or shared vision Create a time place for task process conflict (plan for it) Provide training in task conflict --”Psychological safety” leads to trust respect Approaches to a Dispute Interests-based approach* Attempt to learn others’ needs, desires, concerns Rights-based approach Focus on fairness, precedent, legal issues Power-based approach Use threats, attacks on character, rank or status Team Dilemma Cooperate or compete? Pursue group or self-interests? Triggers self interests… Triggers group’s interests… Members are interdependent, yet have incentives to free ride! Promoting Cooperation Build strong team identity Link compensation to team performance T-shirts, name tags, gold chains, straw hats, slippers… Present outside challenge Recognize individual efforts Continuity in membership Team contracts Clarifies goals Commitment Accountability. Voting to Resolve Conflict Promotes democracy When a group agrees to vote, they must be willing to accept the outcome!! Problems? “Losers” perceive injustice Have to agree on method Majority rule- problems? Consensus- problems? Ties do not yield a dec