Team Building

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TEAM BUILDING, CONFLICT ND CHANGE
WHAT IS TEAM?
 A NUMBER OF PEOPLE WHO INTERACT WITH COORDINATION AND
COOPERATION IN THE ACCOMPLISHMENT OF A SPECIFIC TASK OR GOAL.
TEAM BUILDING
 Variety of methods, approaches and processes of enabling a group of people
by forming them into a cohesive unit (closely united) working in unison in
order to facilitate to the attainment and realization of their goal.
 An intervention to help a group of people quickly become an effective team
and remain effective by focusing and aligning their talent, skills and ability to
achieve a specific task or set of outcomes.
SKILLS NEEDED FOR TEAM BUILDING
 Listening
 Questioning and Brainstorming
 Persuading
 Respecting
 Helping
 Sharing
 Participating
STAGES OF TEAM DEVELOPMENT
 Forming – Orientation
 Storming – Conflict
 Norming – Establishment of Order and Cohesion
 Performing – Cooperation, Problem Solving
 Adjouring – Task Completion
TEAM ROLES
 Coordinator – has a clear view of the team objectives
 Shaper – full of drive in making things happen
 Plant – who has with original ideas
 Resource Investigator – excellent at bringing information
 Implementer – well organize and effective member
 Team Worker – whose most aware or the others in the team
 Completer – who drives the deadlines
 Monitor Evaluator – can judge situation accurately
 Specialist – single minded approach

INGREDIENTS OF TEAM BUILDING

 Selection of Participants
 Most important ingredient of team building.
 The team leader usually looks for specific capability, capacity and
characteristics of the members in order to ensure success in the project.
 Establishing Goals
 If the goals are clarified, the participants are motivated.
 Goals give team direction and provide a feeling of value and importance.
 Allocation of Roles within the Team
 Clear assigning of roles to team members help them to know their place on
the team.
 Gives clarity to the action of a member of the team.
 Balancing Skills
 It is important to have balanced skill sets.
 Combining skills, strengths, and proper attitude the team can come up with
a solution that benefits everyone.
 Harmonizing Personality Types
 The personality of a team leader plays a big factor on how the team
perform.
 It is imperative for leaders to have a positive and effective personality to
gain respect from his members.
 Training on how to Work Together
 If people are working together effectively rather than working by
themselves, a lot more work will be accomplished.
 Support within the Team
 Supportiveness is the aspiration to help others succeed.
 The appraisal support helps team members in making sense of a particular
problem.
 Making Effective Use of Resources
 Goal setting, facilitation of skills, consensus building, and willingness to
communicate with each other make members of team value resources.
 Communication between Team Members and Leaders
 A leader with good communication skills must be able to speak the truth
and deal with problems openly speak the truth and deal with problems
openly.

MANAGEMENT OF CONFLICT

CONFLICT
 Occurs when the interests of people do not coincide.
 atleast two parties are involved
 may occur between individuals, between groups, between the individual and
the organization and between organizations.
 Sometimes the amount of conflict is substantial.
THE NATURE OF CONFLICT
During conflict situations, disagreements remain unsettled and relationships are
stained.
MANAGEMENT OF AGREEMENT/CONFLICT – substantial agreement is necessary
to sustain cooperation.
SOURCES OF CONFLICT






Organizational change
Personality clashes
Different sets of values
Threats to status
Contrasting perceptions and points of view

EFFECTS OF CONFLICT
DISADVANTAGES:
1) At the interpersonal level, cooperation and teamwork may deteriorate(decline)
2) Distrust may grow among people who need to coordinate their efforts.
3) For individuals, some may feel defeated, while the self-image of others will
decline.
Predictably, the motivation level of some employees will be reduced.
ADVANTAGES:
1) People are stimulated to search for improved approaches that lead to better
results.
2) It energizes them to be more creative and to experiment with new ideas.
3) Once-hidden problems are bought to the surface, where they may be
confronted and solved.
4) Once the conflict is resolved, the individuals may be more committed to the
outcome through their involvement in solving it.

APPROACHES TO ORGANIZATIONAL CONFLICT
(JOE KELIY)
 Conflict is inevitable.
 Conflict is determined by structural factors such as the physical shape of a
building, the design of a career structure, or the nature of a class system.
 Conflict is integral to the nature of change.
 A minimal level of conflict is optimal.
APPROACHES TO MANAGING ORGANIZATIONAL CONFLICT
(LOUIS R. PONDY)
 Bargaining Approach – various interests in the organization that compete
for limited resources.
 Bureaucratic Approach – deals with the vertical authority relationships in
a hierarchical structure.
 Systems Approach – about coordination problems.
TWO VIEWS OF CONFLICT
1) Classial View – conflict has been viewed as dysfunctional and unnecessary
but it is avoidable.
2) Contemporary View – conflict is inevitable no matter how well-designed
organizations are.
TYPES OF CONFLICT
 Issue Conflict – disagreement between two or more groups arising from
differences in organizational viewpoint.
 Interpersonal Conflict – conflict between two individuals based on personal
differences.
 Role Conflict – occurs when an individual faces pressures from several
sources.
 Intrapersonal Conflict – an individual’s values and beliefs are incompatible
with its actions.
CONFLICT IN ORGANIZATIONS
 Groups with different goals and perspective must nevertheless interact with
each other to achieve total organizational purpose.
 Groups are potentially in competition, so that if one group achieves its goal,
other may not.
CONFLICT BEHAVIOR – overt behaviours of hostility.

CONFLICT OUTCOMES
Win – Lose
Win – Win
Lose – Lose
Lose – Win
PARTICIPANTS INTENTIONS
 Conflict outcomes are a product o0f the participant’s intentions, as well as
their strategies.
MANAGING CONFLICT
(RAMON J. ALDAG AND ARTHUR P. BRIEF)
 Do not personalized the conflict.
 Talk things out.
 Seek facts to resolve points of disagreement.
 Recognize that conflict can be helpful.
 Don’t fail to recognize other’s needs and positions.
BENEFITS OF CONFLICT
1) Development of Energy and Enthusiasm – Faced with opposition, People
seek new and higher levels of achievement.
2) Diagnostic Value – conflict provides a means for early detection of problems
before they get out of hand.
3) Generation of New and Creative Solutions – conflict triggers a search for
new and creative solutions to problems.
4) Focus on Talk – conflict serves to stimulate participants to work hard to
accomplish the task at hand.
5) Feedback
COST OF CONFLICT
1) Tension and Anxiety – conflict induces tension and anxiety.
2) Real Causes may be Overlooked or Ignored – symptoms might be
mistaken for root causes. Conflict may only go underground and continue
3) Rigidity in Position – people in dispute may become more rigid in holding
on to their positions rather than become more flexible.
4) Decline in Cooperation and Teamwork – conflict can dull the need for
cooperation and teamwork with other parties.
5) Loss of self-esteem – conflict can result in loss of self-esteem.

EFFECTS OF CONFLICT ON GROUPS
 What Happens Within Each Group? Members in a group begin to close
ranks to present a solid front to defeat the other group.
 What Happens to Relations between Groups? The relationship between
the competing group deteriorates.
 What Happens to the Winning Group? Tension is released and every
member of the winning group feels happy.
 What Happens to the Losing Group? The members deal with the reality of
failure, representatives often feel guilty.
 What Happens to Negotiators between Groups? If their group loses,
representatives often feeln guilty and responsible.
CONFLICT RESOLUTION STRATEGIES
1) Use of Authority – Happens when disagreements between two
departments are referred to their common superior for resolution.
2) Avoidance – Both parties withdraw from the scene of conflict.
3) Compromising – Commonly resorted to in collective bargaining between
union and management.
4) Problem-Solving – Protagonist meet to discuss problems and issues related
to conflict.
5) Third –Party Mediation – Consultant provides structure for interaction,
maintains direction towards resolution.
6) Intergroup Training - Means of resolving conflicts has gained prominence
over the years.
CONFLICT PREVENTION STRATEGIES
1) Emphasis on Total Organizational Effectiveness – Organizational goals
serve as super ordinate goals.
2) Communication among Groups – Organizational rewards should be based
partly on the ability of groups to work and cooperate with each other.
3) Rotation of Members – Frequent rotation of members among departments
promotes mutual understanding.
4) Avoiding win-lose Situations – Rewards should be shared in accordance
with each other group’s contribution to total effectiveness.
MANAGEMENT OF CHANGE
CHANGE – Any alteration in the present state of a system.


May be initiated by people outside the organization.

RESPONSE TO CHANGE
 ROETHLISBERGER’S “X” CHART
A model of how attitudes affect response to change.
HAWTHORNE EFFECT
 Observation affects behaviour. When people are observed, they act differently.
HOMEOSTASIS
 Self-correcting characteristics of organizations; that is, people act to establish
a steady state of need fulfilment and to protect themselves from disturbance
of that balance.

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