团队内部冲突管理

GROUPS,TEAMWORK,ANDCONFLICTISSUESChapter8WHATISAGROUP?Agroupreferstotwoormorepeoplewhopersonallyinteractwitheachotherinordertoachieveacommongoal.TYPESOFGROUPSInformalgroups:arisespontaneouslythroughoutalllevelsofthecompanyandevolveoutofemployees’needsforsocialinteraction,friendship,andstatus.Formalgroups:deliberatelyformedbymanagementforthepurposeofattainingcompanygoals.CHARACTERISTICSOFGROUPSNorms:Agenerallyagreed-onstandardofbehaviorthateverygroupmemberisexpectedtofollow.Conformity:Grouppressureforcesitsmemberstoconform,orcomply,withthenormsestablishedbythegroup.CHARACTERISTICSOFGROUPSCohesiveness:Anemotionalclosenessthatexistsamongthegroupmembers,anditssuccessdependsonhowwellthegroupstickstogetherandactsasasingleunitinsteadofasagroupofindividuals.WHYJOINGROUPS?Affiliation(security,belonging,friendship)Power(reassuranceandsupport)Identity(awarenessofpersonalidentity)Goalaccomplishment(themorebrainpower,thebetter)GROUPTHINKISSUESGroupthink:Thetendencyofhighlycohesivegroupstolosetheircriticalevaluativeabilitiesandoutofadesireforunanimity,oftenoverlookrealistic,meaningfulalternativesasattitudesareformedanddecisionsaremade.HIDDENAGENDAISSUESHiddenagendas:Comprisedofattitudesandfeelingsthatanindividualbringstothegroup.Hiddenagendasrepresentwhatanindividualorgroupwants,insteadofwhattheysaytheywant.HOWTOHANDLEHIDDENAGENDAS1.Realizeahiddenagendaisanaturalpartofthegroupprocessbecausepeoplehavetheirowngoalsandneeds.2.Recognizethatahiddenagendamightbepresentwhenthegroupishavingdifficultyinreachingitsgoals.3.Decidehowtobringthehiddenagendatolight.TEAMWORK&TEAM-BUILDINGELEMENTS1.Ateamiscomposedoftwoormorepersonsinthecompany,usuallyfromdifferentdepartments.2.Themembersarecompetentandknowledgeableinthewaytheycarryouttheirduties.TEAMWORK&TEAM-BUILDINGELEMENTS3.Theteamisconstantlylearningandgrowing;adaptingitselftochangingrequirementsandmultiplegoals.4.Itsworkisconsistentlysuperiorinbothqualityandquantity.TEAMWORK&TEAM-BUILDINGELEMENTS5.Problemsandconflictswithintheteamareaddressedquicklyandprofessionally.6.Thequalityofdecisionsmadebytheteamishigh,andmembersshareasenseofsatisfactioninworkaccomplished.TEAMWORK&TEAM-BUILDINGELEMENTSMultiskilling:Requiresteammemberstolearneveryjobontheteam.Effectiveteamsarebuilt;theydon’tjusthappen.Team-buildingeffortsfocusonhowteammembersrelatetoeachotherandhowworkiscompleted.HOWCANLEADERSMAKEATEAMMOREEFFECTIVE?1.Avoidarguingforyourownviewpoint;stateitclearlyandthenlistentoothers.2.Ifthediscussionreachesanimpasse,lookforanewoptionthatisthenextbestalternativeforeveryone.HOWCANLEADERSMAKEATEAMMOREEFFECTIVE?3.Neverchangeyourmindjusttoavoidanargument.Encouragedifferentopinionsamongteammembers.4.Ifanagreementcomestooquickly,takeanotherlookattheissue.HOWCANLEADERSMAKEATEAMMOREEFFECTIVE?5.Donotgivewaytoothersviewpointsunlessyoufeeltheyhavereasonablemerit.6.Avoidusingconflict-reducingtrickstoreachagreement,suchasmajorityvote,flippingacoin,orbargaining.HOWCANLEADERSMAKEATEAMMOREEFFECTIVE?7.Makesurethateverymemberofthegroupcontributes.Makingthetransitiontoteamsmeansafundamentalshiftinpowerandauthority.Managersmustgetusedtobeingcoacheswholiberate.CONFLICTRESOLUTIONSManagersarelikelytospendabout30percentoftheirtimedealingwithconflict.Amanager’sgoalshouldnotbetoeliminateallconflictbuttominimizeandredirectdysfunctionaldiscordbyseekingandapplyingconstructiveresolutions.UNDERSTANDING&RESOLVINGCONFLICTSBenefitsofConflict:ConflictproduceschangeConflictleadstounityConflictpromotescompromiseCONFLICTRESOLUTIONPROCESS1.Identifytheproblem(maybereframeit).2.Lookforsolutions.3.Choosethebestsolution.4.Act.5.Evaluate.Goodcommunicationisthekey.WHATIFCONFLICTSBECOMEHEATEDDISCUSSIONS?1.Beawareofyourfeelings.2.Takeabreakifyourfeelingsgettoohottohandle.Divertyourself.3.Counttotenslowly.4.Consultwithsomeonewhohasacalmingeffectonyouandwhomyoucantrust.WORKPLACEREALITIESTHATHINDERCONFLICTRESOLUTIONATTEMPTS1.Employeesareafraidtocriticizetheirbosses.2.Peopleareself-protectiveoftheirpositionsandpower.WORKPLACEREALITIESTHATHINDERCONFLICTRESOLUTIONATTEMPTS3.Technicalexpertiseisintimidatingtothosewithlessknowledge.4.Peopleseeproblemsfromtheirownviewpointsratherthanthebroaderorganizationalperspective.MANAGING&NEGOTIATINGEFFECTIVESOLUTIONSManagersdon’twanttodealwiththesetwoissues:ConflictresolutionPerformanceevaluationWorkplaceviolenceusuallyresultsfromsuppressedinternalconflictSTRATEGIESINCONFLICTRESOLUTIONAvoidanceorwithdrawalstrategy(lowconcernforworkandpeople)Thismanagerseesconflictasahopeless,uselessexperienceWillcomplytoavoiddisagreementandtension,willnotopenlytakesidesinadisagreementamongothers;feelslittlecommitmenttoanydecisionsreached.STRATEGIESINCONFLICTRESOLUTIONSmoothing(emphasizesmaintainingrelationshipsattheexpenseofachievingworkgoals)Managertriestomakeeveryonehappy;believesconflictisdestructive.Sincemanagerwantsothers’acceptance,he’llgiveintoothers’desiresandsacrificehisowndesires.STRATEGIESINCONFLICTRESOLUTIONForcing(caresaboutproductiongoalswithoutconcernfortheneedsoracceptanc