chapter 14
The dominating style of conflict resolution
(My Way) Reflects assertiveness to get ones own way and should be used when quick, decisive action is vital on important issues or unpopular actions, such as during emergencies or cost cutting
The avoiding style of conflict resolution
(No Way) reflects neither assertiveness nor cooperativeness, It is appropriate when an issue is trivial, when there is no chance of winning, when a delay to gather more information is needed, or when a disruption would be costly
The Collaborating Style of Conflict Resolution
(Our Way) reflects both a high degree of assertiveness sand cooperativeness. The collaborating style enables both parties to win although it may require substantial bargaining and negotiation.
The accommodating style of conflict resolution
(your way) reflects a high degree of cooperativeness, which works best when people realize that they are wrong, when an issue is more important to others than oneself, when building social credits for use in later discussions, and when maintaining harmony is especially important
stages of team development
Forming storming norming performing adjouring
The compromising style of conflict resolution
Half Way) Reflects a moderate amount of both assertiveness and cooperativeness, It is appropriate when the goals on both sides are equally important, when opponents have equal power and both sides want to split the difference, or when people need to arrive at temporary or expedient solution under time pressure
win win 4 key strategies
Separte the people from the problem, Focus on interests not current demands, listen and ask questions, insists that results be based on objective standards
Team
Unit of 2 or more people who interact and cordinate to accomplish a common goal
capacity to adopt and learn
ability of teams to bring greater knowlege and skills to job tasks and enchance the potential of the organization to respond to new threatess or opportunites in the enviroment
distributive negotiation
assumes the size of the pie is fixed and each party attempts to get as much of it as they can
free rider
attains benfefit from team membership but does not partipate in and contribute to teams work
adjourning stage
committees and teams that have a limited task to perfrom and are disbanded afterward
cause of conflict
competition over resources
functional team
composed of a manager and his or her subodinates in the formal chain of command
cross functional team
composed of employees from about the same hierarchic level but diffrerent areas of expetise
norming stage
conflict is resolved and unity and team harmony emerge
special purpose team
created outside the formal organization structure to undertake a project of special importance of creavitty
global teams
cross border team made up of members of different nationalities who activities span multiple countires
socio emotionale role
encourage harmonize reduce tension follow compromoise
team cohesivness
extent to which members are attracted to the team and motivated to remain in it
types of teams
functional, cross functional, special purpose team
primary reasons teams present a dilemma for many people
give up independence, put up with free riders, teams are sometimes disfunctional
vitual team
group of geographically or organizatioanlly dispersed members who are linked primarily though advanced information and telecommunications technologies
shared goals
if team members agree on purpose and direction they will become more comitted
storming stage
individual personalities emerge
task specialists
initiate ideas, give opinions, seek information summarize. energize
team norm
is an informal conduct that is shared by team members and guides their behavior
performing
major emphasis is on problem solving and accomplishing the assigned task
team interaction
members have frequent contact get to know one another, consider themselves a unit and become commited to the team
personal attraction
members have similar attitudes and values and enjoy being together
project team or special purpose team
members percieve themseleves as a seperate entity
groupthink
people are so comitted to a cohesive team that they are reluctant to express contrary opinions
negotiaion
people engage ina give and take discusssions and consider various alternatives toa joint decision tat is acceptable to both parties
forming stage
period of orientation and getting aqainted
productive output
pertains to performance and the quality of task outputs as defined by team goals
satisfaction
pertains to team ability to meet the personal needs of its members and hence maintain their membership and commitement
task conflict
refers to disagreements among people about the goals to be achieved or the content of the task performed
relationship conflict
refers to interpersonal incompatiblity that creates that manufactures and sells upscale children furnture team members found their differing perspectives and working styles to be a signifiacant source of conflict during crunch time
task specialist role
spend time and energy helping the team reach its goals
team sucess
the favorable evaluation of the team by outsiders add to cohesivness
task force
type of cross fucntional team which is a group of employees from different departments formed to deal with a specific activity and existing only until the task is completed
self managed team
typically consist of five to twenty multiskilled workers who rotate jobs to produce an entire product or at least one complete aspect an entire product of a product or service.
integrative negotioation
win win assumption in that all parties want to come up witha creative solution that can benefit boths sides