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

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