Conflict Resolution For Teams

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Conflict Resolution for Teams

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  • Conflict Resolution For Teams

    1. 1. CONFLICT RESOLUTION FOR TEAMS ASQ Austin Section 1414 Presented By Donald McLachlan SilverQuest Consulting Group Copyright 2009 SilverQuest Consulting Group
    2. 2. CHARACTERISTICS OF HIGH PERFORMING TEAMS • Common Purpose • Crystal Clear Roles • Accepted Leadership • Effective Processes • Solid Relationships • Effective Communication The Performance Factor Author: Pat McMillan Copyright 2009 SilverQuest Consulting Group
    3. 3. PROJECT TEAMS IN TROUBLE • 51% of IT Teams are seriously late, over budget, and off goal Standish Group Survey 2004 • Over 65% of performance problems result from strained relationships between employees Reidar Hansen Copyright 2009 SilverQuest Consulting Group
    4. 4. DEFINITION OF TEAM CONFLICT • General—when someone on the team feels bad about something related to the team • Specific—a condition between one or more members of a team who feel bad (anger, frustration, depression) and manifest behaviors (defensiveness, stonewalling, criticism) that negatively affect the team’s performance Copyright 2009 SilverQuest Consulting Group
    5. 5. PERSONAL RESPONSES TO CONFLICT METHOD MY WAY NO WAY YOUR WAY HALFWAY OUR WAY Coerce Evade Acquiesce Compromise Collaborate ATTITUDE I’ll get I’ll get I’ll give in I’ll meet I care and him/her out you I will work halfway with you BASIS I Win I always I’ll yield to I will make I respect You Lose avoid keep your a deal you & will conflict friendship resolve conflict VALUE Goal over Safety & People over Partial High Value People No Risk Goal value for for Goal & Goal & People People Copyright 2009 SilverQuest Consulting Group
    6. 6. SMALL GROUP BREAKOUT Your Team Conflicts • What team conflicts have you encountered? • How did you resolve those conflicts? • What would you do differently? Copyright 2009 SilverQuest Consulting Group
    7. 7. SYMPTOMS AND SOURCES OF CONFLICT SYMPTOMS—arguments SOURCES—different . . . over . . • Priorities • Goals—fuzzy or unrealistic Solution: Develop a Powerful Mission Statement • Roles—unclear or unacceptable • Roles Solution: Create Role Worksheets • Resource Allocation— • Values insufficient or inefficient Solution: Improve Communication • Leadership—weak process & Cooperation for task and relationship • Personality management Solution: Recognize differences & Build on Strengths Copyright 2009 SilverQuest Consulting Group
    8. 8. DEVELOP A POWERFUL Team Mission Statement • Clear—I can see it GOOD EXAMPLES: and I can say it • Develop and implement strategy to increase gross • Common—I believe it margins on product by 3% by and share it 9/1/2008 • Design a product development • Compelling—I am process that reduces idea time motivated to achieve it to market from 24 to 10 months with same quality • Concise—I know standards. when we have • Design and implement a team- achieved success based compensation strategy by 11/1/2007 Copyright 2009 SilverQuest Consulting Group
    9. 9. CREATE ROLE WORKSHEETS POSITION WORKSHEET PROCESS WORKSHEET For Quality Manager For Customer Relationship Mgt. WORK Quality Sales Product WORK Quality Sales Product ELEMENT Manager Rep Manager ELEMENT Manager Rep Manager Identify R C C Develop S R I Objectives Team Collect R S C Design C I R Data Product Present R I I Evaluate R C C Results Results R = Responsible Person C = Person to be Consulted S = Sponsor support I = Person to be Informed Copyright 2009 SilverQuest Consulting Group
    10. 10. ACTUAL PERFORMANCE EVALUATIONS • Since my last report, this employee has reached rock bottom and has started to dig. • His men would follow him anywhere, but only out of morbid curiosity. • I would not allow this employee to breed. • This associate is really not so much of a has-been, but more of a definitely won't-be. • Works well when under constant supervision and cornered like a rat in a trap. • When she opens her mouth, it seems that this is only to change whichever foot was previously in there. Copyright 2009 SilverQuest Consulting Group
    11. 11. IMPROVE COMMUNICATION for Conflict Resolution • Meaning is conveyed through more than words • Make statements and only ask questions for information • Use “I” instead of “You” • Anger is a demand that others meet our demands Negotiate demands that matter Cancel demands that don’t matter • Caring must come before confrontation Simplicity of Speech Empathy of Attitude Honesty of Response Copyright 2009 SilverQuest Consulting Group
    12. 12. FOCUS YOUR FEEDBACK • On the action not the actor • On your observations not your conclusions • On descriptions not judgments • On quantity not quality • On ideas, information and alternatives not advice and answers • On what you can give the other person not on what you can release • On the other person’s best time and place for a conversation rather than your best time and place • On questions of “what” and “how” instead of “why” Copyright 2009 SilverQuest Consulting Group
    13. 13. LEARN COOPERATION FROM THE ANIMALS • Order • Cooperation • Entrainment • Human Brain Copyright 2009 SilverQuest Consulting Group
    14. 14. SMALL GROUP BREAKOUT Resolving Conflict Case Study • What are the conflicts here? • How would you resolve the conflicts? • Is there any downside to resolving the conflict? Copyright 2009 SilverQuest Consulting Group
    15. 15. MEYERS BRIGGS PERSONALITY TYPES EXTRAVERT INTROVERT People Energy Project Energy SENSOR INTUITIVE Concrete and Specific Patterns and Meaning THINKER FEELER Logic and Analysis Harmony and Values JUDGER PERCEIVER Structure and Control Flexibility and Options Copyright 2009 SilverQuest Consulting Group
    16. 16. PERSONALITY IN CONFLICT RESOLUTION ARTISANS (SP)—FOX GUARDIANS (SJ)—BEAVER Clever Work Hard for Community Opportunistic Watch over Group Find the Highways Guard the Gateways RATIONALS (NT)—OWL IDEALISTS (NF)—DOLPHIN Keen Insight Explain Life’s Meaning Focus on Results Cooperate and Communicate Analyze the Intersections Pursue the Pathways Copyright 2009 SilverQuest Consulting Group
    17. 17. STEPS TO RESOLVE CONFLICT • Identify the Problem—separate it from the people involved—use cause and effect analysis • Gather and Analyze Data—fact-based management • Clarify the Interests of Parties—as opposed to the positions of parties • Determine Objective Criteria to Evaluate Fairness of Outcomes—boundary conditions • Identify New and Creative Options—to resolve the conflict • Choose an Option—using team decision-making tools such as: Nominal Group Technique or Multivoting Copyright 2009 SilverQuest Consulting Group
    18. 18. RULES OF ENGAGEMENT • The environment for sharing facts and feelings will be safe—no judgments or personal attacks but listening and understanding • Everyone involved will have an opportunity to speak and give input • No decision will be made until all the facts are investigated • The resolution of conflict will be based on a fair, consistent process • After the decision is made we will make a round robin survey of all team members to gauge satisfaction Copyright 2009 SilverQuest Consulting Group
    19. 19. SUCCESSFUL OUTCOMES FOR CONFLICT RESOLUTION • Did you identify the issues which required a decision? • Did you make a decision? • Did you reduce tension in the team? • Did you help team members develop skills to manage conflict in the future? • Did everyone involved have the chance to speak and give input? Copyright 2009 SilverQuest Consulting Group
    20. 20. THE FINISH LINE • Stay for Questions • Contact Information Donald McLachlan SilverQuest Consulting Group 520 Wolf Road Georgetown, Texas 78628 512-864-9053 donald@silverquest.com www.silverquest.com Copyright 2009 SilverQuest Consulting Group

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