Finding Common Ground: Addressing Conflict in Teams. Gayl Bowser: Penny Reed:

Transcription

1 Finding Common Ground: Addressing Conflict in Teams Gayl Bowser: Penny Reed: 1

2 Teamwork Schools have many teams. Teams vary in their style and effectiveness. 2

3 Research on Team Effectiveness Working in teams results in higher individual productivity. The highest productivity results when teams work cooperatively rather than competitively or individualistically. Working in teams promotes: Social support among members Greater psychological health and self esteem Greater social competence and positive relationships

4 A group becomes a team: When there is shared purpose and goals. When there is mutual accountability. When members value the team.

5 CONFLICT OR DISAGREEMENT? 5

6 Conflict Conflict is a strong disagreement or collision of values, needs, interests, or intentions... Conflict is seen as dysfunctional, unhealthy competition, loss of affinity, hostility, suspicion, and distrust. Conflict occurs when basic needs are not met, or when an individual or group is perceived to be obstructing an individual s or group s attaining of certain goals. Conflicts often involve struggles over allocation and use of resources and power. 6 Doug Hovatter-West Virginia University Extension Service

7 Disagreement Disagreement is a difference of opinion based upon one s personal orientation system, including values, needs, interests, or intentions. Disagreement should be seen as functional and/or positive. To disagree is natural. How strongly one feels about something is directly related to one s tolerance for disagreement. We all have opinions and ways of doing things. As long as our tolerance level is not overstressed, we often communicate no verbal disagreement and very little nonverbal disagreement. 7 Doug Hovatter-West Virginia University Extension Service

8 Products of Conflict Barriers/end to communication Anger Escalation Polarization 8

9 Products of Disagreement New ideas Better ways of doing things Change and innovation Better use of Resources New Skills 9

10 The absence of disagreement is not harmony, it s apathy. 10

11 Discussion: In your experience, when conflicts arise, what do they generally center on? Do they involve one person on the team, or are there broader issues/ conflicts? SOURCES OF CONFLICT 11

12 Your Approach to Conflict 1. I usually find it productive to smooth over the other person s feelings when I am involved in a disagreement; I do not get upset or make waves. 2. For me, a disagreement situation is a real challenge. Since there is usually one who is right and one who is wrong, I don t want to be wrong so I ll make my point. 3. In a disagreement situation, I usually sit down and try to work out the disagreement. 4. When disagreements occur, both sides have to be prepared to give a little. 5. I don t like hostility and tension that result from disagreements. I try to avoid disagreements entirely and not deal with confrontation and disputes. Doug Hovatter-West Virginia University Extension Service 12

13 13

14 Mouton Conflict Scale 1. Competing I win, You lose 2. Accommodating I lose, You win 3. Avoiding I lose, You lose 4. Compromising I win some, You win some 5. Collaborating I win, You win 14

15 Your Style for This Challenge Moulton Style Your poll selection Accommodating 1. I usually find it productive to smooth over the other person s feelings when I am involved in a disagreement; I do not get upset or make waves. Competing 2. For me, a disagreement situation is a real challenge. Since there is usually one who is right and one who is wrong, I don t want to be wrong so I ll make my point. Collaborating 3. In a disagreement situation, I usually sit down and try to work out the disagreement. Compromising 4. When disagreements occur, both sides have to be prepared to give a little. Avoiding 5. I don t like hostility and tension that result from disagreements. I try to avoid disagreements entirely and not deal with confrontation and disputes. 15

16 16

17 Know your style Knowing this model will not directly help you deal with conflict resolution issues. It might sound as a cliché but the truth of the matter is that there are no specific right and wrong answers to the situations that arise. Important to find the best approach that our personality and inclination can adapt to and execute The Blake Mouton Managerial Model Adaptation to Conflict Resolution 17

18 Your Style Of Addressing Uncomfortable Situations Crucial Conversations 18

19 Discussion: Think about a past experience with team disagreement and conflict. What was your style in that situation. How might it help you to know other peoples style when conflict arises. YOUR STYLE 19

20 Internal Team Conflict Individual Internal conflict Individual conflict with another team member Individual conflict with the entire team Conflict between several team members 20

21 Causes of conflict Communication Difficulties Trust Not Established Opposing Agendas 21

22 Communication Difficulties Lack of communication Lack of respectful communication Lack of opportunity to contribute or communicate Team members primarily sitting and listening Team members refuse to talk to each other 22

23 Trust Not Established Lack of expectation of accountability More energy protecting positions than producing what is required for the team s success Habit of blaming others Gossip about other members Frequent side conversations after meetings to discuss opposing opinions 23

24 Opposing Agendas 24

25 Change as a source of disagreement or conflict Assume that conflict and disagreement are not only inevitable, but fundamental to successful change. -Fullan (2005) 25

26 Problem Solving Process 1. Problem Identification 2. Solution Generation 3. Solution Selection 4. Implementation Plan 26

27 Throughout the Process Write EVERYTHING down!! Creates a shared group memory Helps when mind wanders Nothing is a secret Keeps team on same step and on task 27

28 Eliciting participation Pat Wolfe 28

29 During Problem Identification 1. Address all aspects of the issue. 2. Get different perspectives. 3. Before generating solutions, agree on exactly what the problem is. 29

30 During Solution Generation Follow Brainstorming Rules: All suggestions are accepted Repetition is fine No one can say, That won t work or the director won t let us. No discussion yet 30

31 During Solution Selection Encourage: Discussion Combining Sequencing Prioritizing 31

32 When Reaching a Decision Seek and obtain consensus Do not confuse unanimous agreement with: Majority rule Minority rule Authority rule 32

33 Research on Successful Teams 1. Successful teams work with more, rather than less information and debate on the basis of facts. 2. Successful teams develop multiple alternatives to enrich the level of debate. 3. Productive teams share commonly agreed upon goals and objectives. 4. Effective teams inject humor into the decision-making process. 5. Successful teams maintain a balanced power structure. 6. Teams resolved issues without forcing consensus. 33 Managing Groups and Teams/Conflict

34 Nurturing Teams Ensure accountability by measuring progress toward goals. Show progress and celebrate it. Provide information to help enrich understanding of mission, purpose, and goals. Provide training on both task work and teamwork. Hold frequent team processing sessions. Johnson & Johnson (1997)

35 Whatever the problem, effective teams identify, raise, and resolve it. If it s keeping them from reaching their goal, effective teams try to do something about it. They don t ignore it and hope it goes away. By not addressing conflict, the leader risks sending the message that conflict is unmanageable and cause vested members to become complacent or feel their input is not valued. Managing Groups and Teams/Conflict 35

36 Importance of recognizing conflict When not recognized: it is unmanaged Informal groups and underground networks develop Increasingly destructive tension and personal hostility occur 36

37 Importance of recognizing conflict (con t.) When recognized: Compromises Trade-offs Negotiations -become possible 37

38 Despite the importance of crucial conversations, we often back away from them because we fear we ll make matters worse. 38

39 Addressing Conflict Resolution 1. Prepare for Resolution 2. Understand the Situation 3. Reach Agreement Mind Tools 39

40 1. Prepare for Resolution Acknowledge the conflict Discuss the impact Agree to a cooperative process Agree to communicate 40 Mind Tools-

41 2. Understand the Situation Clarify positions Attack the issue not each other List facts, assumptions and beliefs underlying each position Find common ground Seek to understand all angles 41 Mind Tools-

42 3. Reach Agreement Agree to a solution Develop an action plan. OR Agree to a Plan for next steps Further actions to clarify And a timeline to make a decision Celebrate! Each other The resolution 42 Mind Tools-

43 Productive Raising a concern Asking questions Ownership/respo nsibility Principled Listening & Reflecting Staying in Touch Following Unproductive Nitpicking-Questioning or objecting to every possible detail of the plan. Missing details-constantly asking questions because you were not paying attention. Possessiveness-Refusal to allow anyone to alter or critique the work you have done. Uncompromising-Never accepting any proposed changes or compromises. Lurking-Never contributing in meetings or other times. Nudging-Always sending reminders and not allowing members reasonable time to respond. Inflexible-Not allowing for changes in plan or 43 Building Blocks for Teams

44 Addressing Unproductive Behavior 1. Identify behavior-the problem is with the behavior not the person. 2. Examine the situation-does the behavior interfere with the team's ability to complete work, reach true consensus, or with team morale? 3. When discussing the behavior with a person-try to frame the issue: "I/We feel (frustrated/concerned) when you (fill in behavior) because it (explain how it affects the team)." 4. Acknowledge that the person may have the best of intentions. 5. Allow the person to express his/her side of the issue, but make sure he/she understands why the team is concerned. 44

45 Crucial Conversations p. 26 Shared pool of meaning Whatever the decision making method, the greater the shared meaning in the pool, the better the choices, the more unity and the stronger the conviction of the team-whoever makes the choice. Time you spent up front establishing a shared pool of meaning is more than paid for by faster, more unified and more committed action later on. 45

46 Shared Pool of Meaning In order to perform our best, we have to find a way to explain what is in each of our personal pools of meaning-especially our high-stakes, sensitive and controversial opinions, feelings and ideas-and to get others to share their pools. 46

47 Dialogue Skills FIRST Start With Heart Learn To Look Make It Safe Master My Stories THEN State My Path Explore Others' Paths Move To Action 47

48 Conflict-friendly Team Leadership 1. Assemble a heterogeneous team. 2. Set a clear team goal. 3. Make expectations for team members explicit. 4. Meet together as a team regularly and often 5. Assign roles such as devil s advocate and skygazing visionary and change these roles up from meeting to meeting. 48

49 Conflict-friendly Team Leadership (con t.) 6. Use techniques such as role-playing, putting oneself in other person s shoes, etc. 7. Actively manage conflict. Don t let the team acquiesce too soon or too easily. Identify and treat apathy early, and don t confuse a lack of conflict with agreement. onflict 49

50 Preventing Conflict Encourage different points of view Be open to disagreement Use processes that allow everyone to be heard Identify assumptions-paraphrase, clarify, question Stick to facts and issues Focus on actionable solutions If needed, take a break and wait for emotions to subside. Keep team issues within the team 50

51 Discussion: If there is conflict within your team or with just one individual on your team, what are your ideas about how you could approach it? Addressing Conflict 51