2D part 2- Conflict in Teams Flashcards
What are the types of conflict?
Relationship/A-type/emotional conflict
Task/C-type/Cognitive conflict
Process Conflict
What is proportional and perceptual conflict?
Proportional conflict occurs when
team members have different ideas about the amount and type of conflict that exists within their group- really about the level of each type of conflict in comparison to each other
- Perceptual conflict refers to if there is an agreement or a lack
thereof, in terms of whether team members perceive conflict
Results of relationship conflict
interfere with the mental
effort and performance of team members,
and can be
detrimental to job satisfaction
Increased team conflict leads to
inefficient team
restructuring
Team in conflict has
lower levels of intergroup
trust, which can lead to reductions in individual
autonomy and fewer task interdependencies (in an aim to increase performance)
Team Power
the control of resources that enable a team to influence
others in the organization
The type of conflict behaviour
(constructive versus destructive) in a team depends on
. The level of team power
* The likelihood that power
determines the success or failure of the team
Teams low in power became more constructive when power did not determine success, but when it did, they acted more unconstructively
Cross-functional teams
composed of people from multiple disciplines, functions, and divisions that have different areas of expertise
Conflicts in Cross-functional teams. These teams can have
representational gaps, or inconsistent views in the way people define or approach a problem- different mental models
Minority and Majority Conflict
Method of influence- direct influence- entice other team members to adopt their position
Indirect influence- people in the majority privately agree with the minority
Compliance
When people change their attitudes and behaviours as a result of direct influence or pressure
Conversion
when people change their attitudes and
behavior as a result of their own thinking about a subject
Can have a delayed impact and come later- sleeper effect
Benefits of Minority Representation in teams
- Cognitive activity in a group
increases - Increase in message scrutiny
- Divergent thinking and
consideration of multiple
perspectives
Confict in culturally diverse teams
Linguistic-related challenges
* Individualism versus collectivism
Benefts of training to express
confict appropriately and
efectively
Less misundertandings and thus less conflict
work-family conflict
when an individual experiences incompatible demands between work and family role
WFC at the work group level leads
to WFC at the individual level
- When team members feel they
have the support of the team, WFC
is reduced
Blake and Mouton conflict resolution
Avoidance (stalemate)
Competition(intimidation)
Compromise
Collaboration(win-win)
Accommodation (capitulation)
D Dreu and Weingart developed a model that
views team performance as a function (related to and changes with) of the
following elements:
- Type of task confict
- The confict management style
- The nature of the task performed by the group
Another determinant of team performance is
the approach team members use to manage
conflict
Team members tend to use one of
the following three methods to resolve disputes :
- Rights-based approach- applying some standard of fairness, precedent, contract or law
- Power-based - use of force, intimidation, rank, or power
- Interest-based approach: use methods that will satisfy member’s core interests- so maybe not all, but the most important ones
Wageman and Donnenfeld distinguish four
kinds of interventions that team leaders
can use to improve the confict resolution
process
Team (re)Design
* Task process coaching
* Confict process coaching
* Changing the
individual
Wageman and Donnenfeld also distinguish
four guiding principles for enhancing
teams with respect to confict
Principle 1: Start at team (re)Design - task, process and people
- Principle 2: After the team is well-designed, the team leaders should use the strategy of
team coaching. - Focus on key performance drivers - Principle 3: Develop group norms regarding how to
manage confict- makes life easier - Principle 4: Attempts to change individual behaviour will have the greatest impact only after
the team design and team processes are
addressed(good design, positive processes)
There are several diferent methods for allocating
resources :
Equity method :
Prescribes that benefts (and costs) should
be proportional to team member’s
contributions
- Equality
method : Prescribes that all team members
should sufer or beneft equally,
regardless of input - Need
method : Prescribes that benefts (and costs)
should be proportional to members’
needs
Distributive and procedural justice
Distributive justice :
*The method of how to best allocate rewards/punishments/resources in an
organization
- Employees who regard their organization to be
market focused tend to be interested in the
distributive fairness of their organization
Procedural justice :
Concern for how a person is treated by
others, particularly authority figures
Fairness and transparency of processes by which decisions are made
Employees who regard their organization to be
bureaucratic tend to be interested in the
procedural justice of their organization
Conflict states vs Conflict Processes
Conflict states how intense the group members think the conflict is- (task/relational disagreements)
conflict processes are members’ interactions
aimed at working through task and interpersonal disagreements
