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