Cooperation, Competition, Conflict, And Power In Teams

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Cooperation, Competition, Conflict, And Power In Teams

  1. 1. TEAM DEVELOPMENT Cooperation and Competition Managing Conflict Power and Social Influence Situational Leadership Learning in Groups and Teams Spring 2010
  2. 2. COOPERATION AND COMPETITION- EXAMPLES FROM YOUR WORK ENVIRONMENT <ul><li>How does competition hurt a team? </li></ul><ul><li>How does competition between groups affect a team? </li></ul><ul><li>How can a team deal with the negative effects of competition? </li></ul><ul><li>What are the benefits and problems of cooperation? </li></ul><ul><li>Why is teamwork considered a “mixed-motive” situation? </li></ul>
  3. 3. MANAGING CONFLICT <ul><li>Why is the lack of conflict a sign of a problem in a team? </li></ul><ul><li>What are the healthy and unhealthy sources of conflict? </li></ul><ul><li>What are the different approaches to conflict resolution? </li></ul><ul><li>How is negotiation different from mediation and arbitration? </li></ul><ul><li>What are the pros and cons of third-party interventions in a conflict? </li></ul>
  4. 4. TRUE OR FALSE? <ul><li>Conflict is bad and should be avoided </li></ul><ul><li>Team members misunderstanding one another causes conflict. </li></ul><ul><li>All conflicts can be resolved to everyone’s satisfaction. </li></ul><ul><li>False – conflict is a normal part of a teams’ life </li></ul><ul><li>False – conflict is when people perceive others have taken actions that have a negative effect on their interests </li></ul><ul><li>False – some conflicts cannot be resolved; however agreement can usually be reached about task issues; agreements about relationship issues often remain unless the relationship is redefined. </li></ul><ul><li>The nature of conflict </li></ul><ul><li>True or False? </li></ul>
  5. 5. SOURCES OF CONFLICT <ul><li>Focused on task issues </li></ul><ul><li>Legitimate differences of opinion about the task </li></ul><ul><li>Differences in values and perspectives </li></ul><ul><li>Difference expectations about the impact of decisions </li></ul><ul><li>Competition over power, rewards, and resources </li></ul><ul><li>Conflict between individual and group goals </li></ul><ul><li>Poorly run team meetings </li></ul><ul><li>Personal grudges from the past </li></ul><ul><li>Faulty communications </li></ul><ul><li>Healthy Conflict </li></ul><ul><li>Unhealthy Conflict </li></ul>
  6. 6. CONFLICT RESOLUTION APPROACHES Assertiveness Cooperativeness low high
  7. 7. NEGOTIATION STRATEGIES <ul><li>Separate the people from the problem </li></ul><ul><li>Focus on shared interests of all parties </li></ul><ul><li>Develop many options that can be used to solve the problem </li></ul><ul><li>Evaluate the options using objective criteria </li></ul><ul><li>Try again </li></ul>
  8. 8. POWER AND SOCIAL INFLUENCE <ul><li>What is the nature of conformity? </li></ul><ul><ul><li>Defined as a change in a person’s behavior or opinions as a result of real or imagined pressure from a person or a group of people. </li></ul></ul><ul><ul><li>What causes people to conform to group pressure? </li></ul></ul><ul><ul><li>Asch’s experiments on conformity </li></ul></ul>
  9. 9. VARIABLES THAT INCREASE OR DECREASE CONFORMITY
  10. 10. BASES OF POWER <ul><li>Expert </li></ul><ul><ul><li>Power given to a person based on a person’s credibility or expertise </li></ul></ul><ul><ul><li>Information power based on knowledge one has about the subject </li></ul></ul><ul><li>Referent </li></ul><ul><ul><li>Power given to an individual freely by others based on personal liking and admiration </li></ul></ul><ul><li>Position </li></ul><ul><ul><li>Power demanded by the authority of the person’s position </li></ul></ul><ul><ul><ul><li>Legitimate </li></ul></ul></ul><ul><ul><ul><li>Reward </li></ul></ul></ul><ul><ul><ul><li>Coercive </li></ul></ul></ul>
  11. 11. CYCLE OF POWER
  12. 12. POWER STYLES
  13. 13. LEADERSHIP IN TEAMS
  14. 14. SITUATIONAL LEADERSHIP Supporting Behavior Directive Behavior low high high
  15. 15. SITUATIONAL LEADERSHIP BEHAVIORS Supporting Behavior Directive Behavior low high high
  16. 16. DEVELOPMENT LEVEL OF THE FOLLOWER Competence = Knowledge and Skills Commitment = Motivation and Confidence

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