This document discusses strategies for moving from conflict to collaboration in the workplace. It recommends adjusting one's outlook to expect constructive changes, finding common ground, building relationships through open communication, proceeding in small steps, keeping a broad perspective, managing emotions, taking breaks when needed, distinguishing intentions from impacts, and using a four phase process of identifying problems, generating solutions, formulating action plans, and following up. It also outlines eight potential dangers of collaboration, such as not knowing the answer, unclear roles, loss of control, slower decisions, increased workload, bruised egos, diffusion of accountability, and lack of immediate results.
This document summarizes 12 principles of collaboration presented by Jacob Morgan. It discusses how collaboration has evolved from isolated small groups to being dynamic, transparent and boundaryless enabled by technologies. It highlights common collaboration challenges in organizations and the impact of collaboration on knowledge worker productivity, communication, and cost savings. The principles emphasize focusing on employee and customer needs, leadership by example, integration into work flows, and ongoing adaptation. Case studies from companies demonstrate benefits like improved performance, engagement, and revenue from collaboration.
The document discusses the advantages and disadvantages of collaboration in the workplace. Some key advantages include combining the knowledge of many individuals, accelerating routine work through team efforts, and benefiting from diverse perspectives. However, collaboration also has disadvantages such as potential diffusion of focus with multiple teams working simultaneously and unclear responsibilities confusing projects. Overall, successful collaboration relies on eliminating disadvantages by improving communication and respecting differences among team members.
The document discusses team building and team effectiveness. It defines team building as converting employees into interdependent team members through establishing trust and collaboration. It notes several approaches to team building, including the Johari Window and role negotiation approaches. The importance of team building is highlighted as enhancing performance, reducing turnover, and benefiting employees and the organization. Team effectiveness is defined as getting people to work together effectively to achieve more. Key factors for team effectiveness include the right mix of skills, motivation, and ability to resolve conflicts. Elements that impact team effectiveness are reward systems, communication, workspace, leadership, and organizational structure and environment.
The document discusses collaborative team working and lessons learned from redeveloping the Liverpool Central Library. It defines a team as a collection of individuals working towards a common purpose of redeveloping the library's listed buildings to create an innovative attraction. Effective teams require qualities like cooperation, trust, open communication and flexibility. They also need a mixture of character types like drivers, thinkers, expressives and friends. The library project team demonstrated shared objectives, commitment, participation, trust, open expression and communication flow. Key lessons are to understand communication styles within the team, be aware of different personalities, and ensure all are committed to the common goal.
This document outlines a presentation on effective communication for collaboration. It discusses defining goals and outcomes, models of collaboration including relationship stages, the benefits and barriers to collaboration, and key aspects of the collaboration process. Communication is identified as essential for collaboration. Active listening techniques are described, and participants are guided through an exercise to identify collaboration goals, potential partners, and a communication plan. Overall, the presentation provides guidance on how to effectively communicate and collaborate through defining goals, identifying partners, communication strategies, taking action, and assessing outcomes.
This document discusses the importance of teamwork. It defines a team as a group that interacts to achieve common goals. Effective teams have care, trust, commitment and accountability among members. They also establish clear goals and processes. The document outlines why teams fail, such as a lack of trust, commitment and accountability. It provides characteristics of successful teams, including communication, shared goals and conflict resolution processes. Overall, the document emphasizes that teamwork leads to better results than individual efforts alone.
The basics of teamwork and collaboration wbtamusn00
This document discusses teamwork and collaboration. It defines teamwork as a group working together cohesively towards a common goal, creating a positive environment and combining strengths. Collaboration is distinguished as requiring group thinking and equal partnership. The key elements of teamwork are described as communication, coordination, cooperation and collaboration. Benefits of teamwork include more productive meetings, healthier employees, learning and a sense of individual value and achievement.
This document discusses the importance of teamwork and what makes an effective team. It defines a team as a small group of people committed to a common goal and approach, where members are mutually accountable. Effective teams have trust, open communication, and provide feedback. The stages of team development are outlined as forming, storming, norming, and performing. Tips for building a great team include clear expectations, commitment, competence, collaboration, and communication. Laws of teamwork emphasize the importance of unselfish teamwork, proper member placement, high morale, and avoiding "bad apples" that ruin team dynamics.
This document summarizes 12 principles of collaboration presented by Jacob Morgan. It discusses how collaboration has evolved from isolated small groups to being dynamic, transparent and boundaryless enabled by technologies. It highlights common collaboration challenges in organizations and the impact of collaboration on knowledge worker productivity, communication, and cost savings. The principles emphasize focusing on employee and customer needs, leadership by example, integration into work flows, and ongoing adaptation. Case studies from companies demonstrate benefits like improved performance, engagement, and revenue from collaboration.
The document discusses the advantages and disadvantages of collaboration in the workplace. Some key advantages include combining the knowledge of many individuals, accelerating routine work through team efforts, and benefiting from diverse perspectives. However, collaboration also has disadvantages such as potential diffusion of focus with multiple teams working simultaneously and unclear responsibilities confusing projects. Overall, successful collaboration relies on eliminating disadvantages by improving communication and respecting differences among team members.
The document discusses team building and team effectiveness. It defines team building as converting employees into interdependent team members through establishing trust and collaboration. It notes several approaches to team building, including the Johari Window and role negotiation approaches. The importance of team building is highlighted as enhancing performance, reducing turnover, and benefiting employees and the organization. Team effectiveness is defined as getting people to work together effectively to achieve more. Key factors for team effectiveness include the right mix of skills, motivation, and ability to resolve conflicts. Elements that impact team effectiveness are reward systems, communication, workspace, leadership, and organizational structure and environment.
The document discusses collaborative team working and lessons learned from redeveloping the Liverpool Central Library. It defines a team as a collection of individuals working towards a common purpose of redeveloping the library's listed buildings to create an innovative attraction. Effective teams require qualities like cooperation, trust, open communication and flexibility. They also need a mixture of character types like drivers, thinkers, expressives and friends. The library project team demonstrated shared objectives, commitment, participation, trust, open expression and communication flow. Key lessons are to understand communication styles within the team, be aware of different personalities, and ensure all are committed to the common goal.
This document outlines a presentation on effective communication for collaboration. It discusses defining goals and outcomes, models of collaboration including relationship stages, the benefits and barriers to collaboration, and key aspects of the collaboration process. Communication is identified as essential for collaboration. Active listening techniques are described, and participants are guided through an exercise to identify collaboration goals, potential partners, and a communication plan. Overall, the presentation provides guidance on how to effectively communicate and collaborate through defining goals, identifying partners, communication strategies, taking action, and assessing outcomes.
This document discusses the importance of teamwork. It defines a team as a group that interacts to achieve common goals. Effective teams have care, trust, commitment and accountability among members. They also establish clear goals and processes. The document outlines why teams fail, such as a lack of trust, commitment and accountability. It provides characteristics of successful teams, including communication, shared goals and conflict resolution processes. Overall, the document emphasizes that teamwork leads to better results than individual efforts alone.
The basics of teamwork and collaboration wbtamusn00
This document discusses teamwork and collaboration. It defines teamwork as a group working together cohesively towards a common goal, creating a positive environment and combining strengths. Collaboration is distinguished as requiring group thinking and equal partnership. The key elements of teamwork are described as communication, coordination, cooperation and collaboration. Benefits of teamwork include more productive meetings, healthier employees, learning and a sense of individual value and achievement.
This document discusses the importance of teamwork and what makes an effective team. It defines a team as a small group of people committed to a common goal and approach, where members are mutually accountable. Effective teams have trust, open communication, and provide feedback. The stages of team development are outlined as forming, storming, norming, and performing. Tips for building a great team include clear expectations, commitment, competence, collaboration, and communication. Laws of teamwork emphasize the importance of unselfish teamwork, proper member placement, high morale, and avoiding "bad apples" that ruin team dynamics.
CHANGETHIS True Team Building: More Than a Recreational RetreatBernard Moon
This document discusses an alternative model for team building and effectiveness called CARB, which stands for Commitment, Alignment, Relationships, and Behaviors. Traditional views of team building focus too much on relationships and fun activities, but high performance teams require commitment to goals and each other, clear alignment between team and organizational goals, developed relationships where strengths are understood, and effective behaviors and skills. The CARB model provides a more comprehensive approach for creating and maintaining effective teams.
A group of people with a full set of complementary skills required to complete a task, job, or project. Team members (1) operate with a high degree of interdependence, (2) share authority and ...
definition of team
what makes a team
what defines a team
10 characteristics of effective teams
what makes a great team
what are team goals
characteristics of a good team
what are team building activities
Collaboration skills are those that enables you to collaborate with others to achieve any specific goal or objective. These are the most important skills as all the working environment needs collaboration. These skills helps you to understand different perspectives, managing your priorities with others and meeting expectations as reliable member of the team.
A team comprises a group of people linked in a common purpose. Teams are especially appropriate for conducting tasks. Is a cooperative or coordinated effort on the part of a group of persons acting together as a team or in the interests of a common cause.
This document discusses several key factors that affect effective team communication and performance, including cohesiveness, conformity, competition/conflict, leadership, and steps to build an effective team. It explains that cohesiveness involves team members identifying with and feeling proud of their membership. It also lists several advantages of high cohesiveness. Conformity means team members abandon contrary positions in favor of majority views. Productive conflict through debating ideas can lead to more thorough decision making. Shared leadership and intellectual stimulation from leaders are discussed. Finally, steps to build an effective team include clarifying goals, roles, communication, and dealing with conflict.
Looking at improving team productivity? Keen to reduce travel cost and efforts? Worried about information security? Unable to collaborate with remote teams?
Which factors really impact team productivity? Which collaboration solutions should I deploy?
This presentation answers all these nagging questions and more. Replete with facts and figures, you will be easily able to relate to the day to day business problems, and how an effective collaboration solution can significantly enhance team productivity.
---
Check out our cloud email and collaboration solution for the smart business, Mithi SkyConnect, which is trusted by a growing list of 500,000 business users worldwide: https://www.mithiskyconnect.com/
Mithi SkyConnect can help your team become more productive. Start your free trial today (no credit card required): https://goo.gl/K7elS4
---
Visit our blog to stay updated with the latest news on cloud email and collaboration for the smart business:https://www.mithiskyconnect.com/blog
---
Connect with us:
Twitter: https://www.twitter.com/MithiSkyConnect
Facebook: https://www.facebook.com/MithiSkyConnect
LinkedIn: https://www.linkedin.com/company/mithi-software-technologies-pvt--ltd-
Team work is important for success. Coming together is the beginning, keeping together allows for progress, and working together leads to success. There are four stages of team building: forming, storming, norming, and performing. During the storming stage, team members realize the task is difficult and there can be conflict, but during norming they start helping each other. In the performing stage, teams have developed understanding of strengths and weaknesses and can prevent conflicts from arising. Effective teamwork is characterized by trust, communication, support, innovation, and motivation. The benefits of teamwork include quicker problem solving, improved productivity, distributed workloads, diverse ideas, better decisions, and learning.
Teamwork is essential for effectiveness and efficiency in the workplace. It starts with assembling a team with a range of skills focused on common goals aligned with organizational objectives. When a team collaborates well, the whole becomes greater than the sum of its parts due to diverse perspectives and cooperation. While teams can fail due to lack of cooperation or leadership, the pros generally outweigh the cons, including a more creative and strategic problem-solving approach. Real-life examples where teamwork thrives include brainstorming meetings, group presentations, mentoring, and event planning.
The document discusses the benefits and importance of teamwork in the workplace. It notes that teamwork allows for shared workloads, building bonds between employees, increased work pace, reduced risks, learning opportunities, and mutual creativity which leads to first-rate output, job satisfaction, mutual organizational interests, and an improved overall reputation for the organization. Successful teamwork is built on trust and accountability between team members. The document provides guidelines for defining duties and expectations, setting time commitments, providing feedback and advice, and recognizing accomplishments to facilitate effective teamwork.
Team building ppt manisha (may & june, 2012)Manisha Sharma
The document discusses the importance of team building. It defines a team as a group of people who depend on each other to combine their skills to achieve a common goal. Effective teams have commitment to shared objectives, clear roles, open communication, rapid response to problems, and strong leadership. The document outlines several factors that are important for successful team performance, including having a strategy, clear roles and responsibilities, open communication, rapid response, and effective leadership. It emphasizes the importance of trust, empowerment, information sharing, developing team spirit, and sharing success to build a strong team. Team building activities can help develop creativity, initiative, combined effort, individual growth, and a sense of responsibility.
This document discusses why companies use teams and how to effectively structure and manage teams. Some key points include:
1) Companies use teams to satisfy social needs, leverage diverse skills and perspectives, and increase productivity through cooperation and accountability.
2) Effective teams have a clear mission and goals, consist of committed members with complementary skills, and have defined roles and responsibilities for leadership, record keeping, and quality assurance.
3) Team success relies on traits like honesty, cooperation, initiative and perseverance among members, as well as clear direction, accountability, and an ongoing process of assessment, planning, execution and evaluation.
A team is a collection of individuals with different expertise brought together to achieve a common goal. Teams have advantages like access to interdisciplinary knowledge, diversity of perspectives, shared responsibility, and the ability to accomplish more than individuals. Effective teamwork requires trust, respect, communication, cooperation, and situational leadership where the person with relevant skills leads in a given situation. The stages of team development include forming, storming, norming, performing, and adjourning. A surgical team was provided as an example of interdependent roles needed to successfully complete a medical procedure.
For An Effective Team Building Practice You Should Know..ektaam
Organization development believes that teams are the most important factor in building an organization. A team is defined as a group committed to common goals, with interdependence and interaction between members. For a team to be effective, the culture should be relaxed and comfortable, tasks well understood, and both feelings and ideas freely expressed, even during constructive conflicts. Teamwork is an ongoing process of assessment and restructuring to help teams efficiently and effectively achieve their goals.
The document discusses techniques for effective team management, including understanding team dynamics, building trust and collaboration among team members, and establishing clear goals and roles. It emphasizes the importance of communication, problem solving, and adapting to change as a team. Barriers to effective team building like unclear objectives or lack of role definition are also outlined.
This is a one day program for organizing, leading and facilitating effective teams. Participants will take part in a range of discussions, activities and exercises to learn the key elements needed for an effective and efficient team.
Teams are defined as small groups of people with complementary skills committed to a common purpose and goals for which they hold each other mutually accountable. There are several types of teams including self-managed teams, task forces, cross-functional teams, and virtual teams. Factors that influence team effectiveness include team design elements like task characteristics, size, and composition as well as team processes like development, norms, roles, and cohesiveness. Highly cohesive teams with norms that support organizational goals tend to have higher performance while social loafing can negatively impact team performance.
Very often we use the word team work in our organizational context without perhaps fully understanding what we mean by teamwork.
An effective team requires the participation of every member in order to be successful. When one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication and coordination among members, the more efficient the team.
Frustrated? Avoid Arguments in the Workplace with Allen School's Conflict Res...Allen School
Office politics frustrate everyone.. but don't let push come to shove! If you're unhappy in your work environment or frustrated with the actions of a coworker or patient, use these tips to overcome obstacles in a professional manner.
Using Feedback to Resolve Workplace ConflictSeetha Rani KP
Conflict resolution can be conducted through a variety of techniques. The technique I follow relies heavily upon feedback. It is vital to gain feedback and understand the context of the situation. Next, use an example of conflict as a result of that particular behaviour and go over the result and its impact.
CHANGETHIS True Team Building: More Than a Recreational RetreatBernard Moon
This document discusses an alternative model for team building and effectiveness called CARB, which stands for Commitment, Alignment, Relationships, and Behaviors. Traditional views of team building focus too much on relationships and fun activities, but high performance teams require commitment to goals and each other, clear alignment between team and organizational goals, developed relationships where strengths are understood, and effective behaviors and skills. The CARB model provides a more comprehensive approach for creating and maintaining effective teams.
A group of people with a full set of complementary skills required to complete a task, job, or project. Team members (1) operate with a high degree of interdependence, (2) share authority and ...
definition of team
what makes a team
what defines a team
10 characteristics of effective teams
what makes a great team
what are team goals
characteristics of a good team
what are team building activities
Collaboration skills are those that enables you to collaborate with others to achieve any specific goal or objective. These are the most important skills as all the working environment needs collaboration. These skills helps you to understand different perspectives, managing your priorities with others and meeting expectations as reliable member of the team.
A team comprises a group of people linked in a common purpose. Teams are especially appropriate for conducting tasks. Is a cooperative or coordinated effort on the part of a group of persons acting together as a team or in the interests of a common cause.
This document discusses several key factors that affect effective team communication and performance, including cohesiveness, conformity, competition/conflict, leadership, and steps to build an effective team. It explains that cohesiveness involves team members identifying with and feeling proud of their membership. It also lists several advantages of high cohesiveness. Conformity means team members abandon contrary positions in favor of majority views. Productive conflict through debating ideas can lead to more thorough decision making. Shared leadership and intellectual stimulation from leaders are discussed. Finally, steps to build an effective team include clarifying goals, roles, communication, and dealing with conflict.
Looking at improving team productivity? Keen to reduce travel cost and efforts? Worried about information security? Unable to collaborate with remote teams?
Which factors really impact team productivity? Which collaboration solutions should I deploy?
This presentation answers all these nagging questions and more. Replete with facts and figures, you will be easily able to relate to the day to day business problems, and how an effective collaboration solution can significantly enhance team productivity.
---
Check out our cloud email and collaboration solution for the smart business, Mithi SkyConnect, which is trusted by a growing list of 500,000 business users worldwide: https://www.mithiskyconnect.com/
Mithi SkyConnect can help your team become more productive. Start your free trial today (no credit card required): https://goo.gl/K7elS4
---
Visit our blog to stay updated with the latest news on cloud email and collaboration for the smart business:https://www.mithiskyconnect.com/blog
---
Connect with us:
Twitter: https://www.twitter.com/MithiSkyConnect
Facebook: https://www.facebook.com/MithiSkyConnect
LinkedIn: https://www.linkedin.com/company/mithi-software-technologies-pvt--ltd-
Team work is important for success. Coming together is the beginning, keeping together allows for progress, and working together leads to success. There are four stages of team building: forming, storming, norming, and performing. During the storming stage, team members realize the task is difficult and there can be conflict, but during norming they start helping each other. In the performing stage, teams have developed understanding of strengths and weaknesses and can prevent conflicts from arising. Effective teamwork is characterized by trust, communication, support, innovation, and motivation. The benefits of teamwork include quicker problem solving, improved productivity, distributed workloads, diverse ideas, better decisions, and learning.
Teamwork is essential for effectiveness and efficiency in the workplace. It starts with assembling a team with a range of skills focused on common goals aligned with organizational objectives. When a team collaborates well, the whole becomes greater than the sum of its parts due to diverse perspectives and cooperation. While teams can fail due to lack of cooperation or leadership, the pros generally outweigh the cons, including a more creative and strategic problem-solving approach. Real-life examples where teamwork thrives include brainstorming meetings, group presentations, mentoring, and event planning.
The document discusses the benefits and importance of teamwork in the workplace. It notes that teamwork allows for shared workloads, building bonds between employees, increased work pace, reduced risks, learning opportunities, and mutual creativity which leads to first-rate output, job satisfaction, mutual organizational interests, and an improved overall reputation for the organization. Successful teamwork is built on trust and accountability between team members. The document provides guidelines for defining duties and expectations, setting time commitments, providing feedback and advice, and recognizing accomplishments to facilitate effective teamwork.
Team building ppt manisha (may & june, 2012)Manisha Sharma
The document discusses the importance of team building. It defines a team as a group of people who depend on each other to combine their skills to achieve a common goal. Effective teams have commitment to shared objectives, clear roles, open communication, rapid response to problems, and strong leadership. The document outlines several factors that are important for successful team performance, including having a strategy, clear roles and responsibilities, open communication, rapid response, and effective leadership. It emphasizes the importance of trust, empowerment, information sharing, developing team spirit, and sharing success to build a strong team. Team building activities can help develop creativity, initiative, combined effort, individual growth, and a sense of responsibility.
This document discusses why companies use teams and how to effectively structure and manage teams. Some key points include:
1) Companies use teams to satisfy social needs, leverage diverse skills and perspectives, and increase productivity through cooperation and accountability.
2) Effective teams have a clear mission and goals, consist of committed members with complementary skills, and have defined roles and responsibilities for leadership, record keeping, and quality assurance.
3) Team success relies on traits like honesty, cooperation, initiative and perseverance among members, as well as clear direction, accountability, and an ongoing process of assessment, planning, execution and evaluation.
A team is a collection of individuals with different expertise brought together to achieve a common goal. Teams have advantages like access to interdisciplinary knowledge, diversity of perspectives, shared responsibility, and the ability to accomplish more than individuals. Effective teamwork requires trust, respect, communication, cooperation, and situational leadership where the person with relevant skills leads in a given situation. The stages of team development include forming, storming, norming, performing, and adjourning. A surgical team was provided as an example of interdependent roles needed to successfully complete a medical procedure.
For An Effective Team Building Practice You Should Know..ektaam
Organization development believes that teams are the most important factor in building an organization. A team is defined as a group committed to common goals, with interdependence and interaction between members. For a team to be effective, the culture should be relaxed and comfortable, tasks well understood, and both feelings and ideas freely expressed, even during constructive conflicts. Teamwork is an ongoing process of assessment and restructuring to help teams efficiently and effectively achieve their goals.
The document discusses techniques for effective team management, including understanding team dynamics, building trust and collaboration among team members, and establishing clear goals and roles. It emphasizes the importance of communication, problem solving, and adapting to change as a team. Barriers to effective team building like unclear objectives or lack of role definition are also outlined.
This is a one day program for organizing, leading and facilitating effective teams. Participants will take part in a range of discussions, activities and exercises to learn the key elements needed for an effective and efficient team.
Teams are defined as small groups of people with complementary skills committed to a common purpose and goals for which they hold each other mutually accountable. There are several types of teams including self-managed teams, task forces, cross-functional teams, and virtual teams. Factors that influence team effectiveness include team design elements like task characteristics, size, and composition as well as team processes like development, norms, roles, and cohesiveness. Highly cohesive teams with norms that support organizational goals tend to have higher performance while social loafing can negatively impact team performance.
Very often we use the word team work in our organizational context without perhaps fully understanding what we mean by teamwork.
An effective team requires the participation of every member in order to be successful. When one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication and coordination among members, the more efficient the team.
Frustrated? Avoid Arguments in the Workplace with Allen School's Conflict Res...Allen School
Office politics frustrate everyone.. but don't let push come to shove! If you're unhappy in your work environment or frustrated with the actions of a coworker or patient, use these tips to overcome obstacles in a professional manner.
Using Feedback to Resolve Workplace ConflictSeetha Rani KP
Conflict resolution can be conducted through a variety of techniques. The technique I follow relies heavily upon feedback. It is vital to gain feedback and understand the context of the situation. Next, use an example of conflict as a result of that particular behaviour and go over the result and its impact.
The document discusses theories and processes for effectively resolving conflicts. It describes two main theories: 1) Kenneth Thomas and Ralph Kilmann's five conflict styles that vary in assertiveness and cooperation, and 2) the interest-based relational approach which focuses on separating problems from people and finding solutions mutually beneficial to all parties. The document then provides a five-step conflict resolution process applying these theories: setting the scene, gathering information, agreeing on the problem, brainstorming solutions, and negotiating an agreement.
The document discusses several key points about handling conflict in the workplace:
1. Conflict is a natural part of any team that, if handled constructively, can promote growth and problem solving.
2. Common sources of workplace conflict include differences in preferred work methods, sharing of limited resources, priorities, personality styles, power struggles, and underlying values.
3. When resolving conflicts, parties should clearly identify the problem, allow all perspectives to be heard, identify desired outcomes, find compromises, and consider preventative measures going forward.
4. Fostering a culture of civility and maintaining good relationships can help reduce conflicts in the workplace.
Conflict is an unavoidable aspect, and teams are certainly not exempt from this reality. Within teams, conflict can arise due to a multitude of factors, such as differing perspectives, values, and objectives. Rather than categorizing conflict as inherently good or evil, it should be seen as a necessary element that allows individuals and communities to forge meaningful relationships. The concern for management lies in how conflict is handled rather than attempting to avoid it altogether. When conflicts are poorly managed, businesses experience a significant decline in productivity, operational effectiveness, and overall morale. Thus, the ability to resolve conflicts becomes an indispensable skill for leaders.
Conflict resolution is the technique employed to minimize the negative repercussions of conflict and maximizing positive outcomes. Achieving a mutually acceptable solution and addressing underlying issues is imperative for successful conflict resolution. Leaders who adeptly handle conflicts contribute to fostering a positive work environment where everyone feels heard and respected. Such an environment not only nurtures creativity, innovation, and high morale but also amplifies productivity. Leaders act as catalysts in conflict resolution and become the cohesive force that binds the entire team together. By skillfully managing conflicts, they lay the foundation for a harmonious and thriving team dynamic.
This presentation provides a comprehensive overview of the steps a leader can follow to resolve conflicts within teams and organizations, as suggested by the leading corporate trainer of India. It covers key aspects such as what a conflict is, what its forms could be, and understanding the root causes to its effective means of resolution.
Auraa Image Management and Consulting (AIM&C), a premier corporate training firm in India, specializes in a comprehensive range of corporate services, including Executive Presence, Leadership Skills, Professional Dressing and Grooming, Luxury Selling Skills, Communication skills, Personal branding, etc. With an unwavering commitment to excellence, AIM&C has transformed the lives of numerous clients across various leadership levels. Ms. Samira Gupta, Founder of AIM&C and the best corporate trainer in India, comes with a vast experience of 25+ years in the corporate world in various leadership roles and almost a decade-long experience in Leadership Training, Executive Presence Coaching, and Image Consulting. Partner with us to train your teams to enhance their skillsets and gain the right guidance to effectively manage change and build a supportive environment for adopting new growth-oriented changes in your organization. Embrace change and unlock your leadership potential with us.
To avail these corporate training services in India, contact us at samira@auraaimage.com/nayanika@auraaimage.com or visit www.auraaimage.com. You can also call us at +91 9958934766 or +91 7830222285.
6 Ethical Conflict Management and NegotiationChapter Preview· .docxalinainglis
6 Ethical Conflict Management and Negotiation
Chapter Preview
· Conflict in Organizational Life
· Becoming an Ethical Conflict Manager
· Step 1: Recognize the Differences Between Functional and Dysfunctional Conflicts
· Step 2: Manage Your Emotions
· Step 3: Identify Your Personal Conflict Style
· Step 4: Develop Conflict Guidelines
· Step 5: Employ Collaborative Conflict Management Tactics
· Step 6: Be Prepared to Apologize
· Resolving Conflict Through Ethical Negotiation
· Ethical Issues in Negotiation
· Adopt an Integrative Approach to Negotiation
· Combating Aggression and Sexual Harassment
· Types of Aggression
· Sources of Agression
· Resisting and Reducing Aggression
· Preventing Sexual Harassment
· Chapter Takeaways
· Application Projects
Conflict in Organizational Life
Conflict is a daily occurrence in every organization. Managers estimate that they spend between 20% and 40% of their time dealing with disagreements. Common sources of organizational conflict include these:1
· Interests: Benefits, budgets, organizational policies, office location, and other wants and needs
· Data: The best sources of information; the reliability or the interpretation of data
· Procedures: How to solve problems; how to make decisions; how to solve conflicts
· Values: How to prioritize interests and options; determining organizational direction
· Dysfunctional relationships: Those marked by distrust, disrespect, lack of integrity, and lack of mutual concern
· Roles: Expectations related to organizational roles; power imbalances between roles
· Communication: How something was said; emotions triggered by words; withholding information
Some observers believe that we can expect even more conflicts in the years to come.2 They note that there is growing pressure on organizations to innovate, change, and adapt. These pressures increase workloads and generate job insecurity. In a global society, the workforce is increasingly diverse, which produces more conflicts between those of different cultural backgrounds. Organizational members now work in different geographical locations and communicate over the Internet rather than face to face. These developments mean that miscommunication is more likely. As organizations empower groups to carry out projects, team members must manage the conflicts that come from working collaboratively.
Conflict experts Joyce Hocker and William Wilmot define conflict as “an expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources, and interference from others in achieving their goals.”3 Conflict begins when the parties express their thoughts and feelings to each other through their behaviors. They engage in conflict because they depend to some degree on one another. The choices of one party affect the options of others, as when one employee’s choice of vacation time interferes with the vacation plans of a fellow worker. Wilmot and Hocker believe that the sources of conflict identi.
This document discusses conflict management and resolution. It defines conflict and outlines different views of conflict, including the traditional, human relations, and interactionist views. It also discusses the causes and outcomes of functional versus dysfunctional conflict. The document then examines the conflict process in five stages - potential opposition, cognition and personalization, intentions, behavior, and outcomes. It provides examples of different conflict management styles like competing, collaborating, avoiding, accommodating, and compromising. The document concludes with tips for managing workplace conflict and a self-assessment to determine one's dominant conflict management style.
Memphis Biz Journal.Constructive Approach To Workplace Conflicts. 5.15.09Barbara Richman, SPHR
The document provides tips for developing a constructive approach to workplace conflicts. It suggests focusing on expressing differences respectfully and working toward mutual goals and solutions. Some tips include identifying personal triggers that cause stress, taking responsibility for one's own actions, listening to understand different perspectives, choosing words carefully to avoid escalating conflicts, and monitoring one's actions for opportunities for improvement. The overall message is that conflicts are inevitable, but they can be addressed constructively through open communication and mutual understanding.
This document discusses organizational conflict and its management. It defines conflict as occurring when one party negatively affects something important to another party. Conflict arises from disagreements over goals or methods. There are five stages of conflict: potential opposition, cognition/personalization, intentions, behavior, and outcomes. Conflict can be functional if it improves group performance, or dysfunctional if it hinders performance. Methods for managing conflict include collaboration, compromise, avoidance, smoothing, and authoritative command. The goal is to resolve conflicts in a win-win manner when possible.
The document describes a five-stage model of team development: forming, storming, norming, performing, and adjourning. In the forming stage, team members get acquainted and establish expectations. Storming involves internal conflicts as goals are clarified. During norming, close relationships form through cooperation and trust. In performing, the team is fully functional and accomplishes goals. Finally, adjourning involves preparing for the team's disbandment. The document also discusses managing conflicts that may arise during different stages and the shift from traditional management to a leadership environment.
This developmental feedback report provides an assessment of Stavros Giannakopoulos' proficiency in various competencies. He demonstrates a high level of proficiency in adapting to change, working well with others, analyzing and solving problems, and leading others. His proficiency is moderate in applying a global mindset, generating ideas and innovating, and learning and self-development. The report provides development activities and tips for each competency to help Stavros further improve.
CHAPTER 16Handle Conflict, Negotiation, and Decision MakingDEstelaJeffery653
CHAPTER 16
Handle Conflict, Negotiation, and Decision Making
Don't neglect the power of “yes”
LEARNING OBJECTIVES
At the end of this chapter you will be able to:
· Understand what conflict is, why it is occurring and how to manage it.
· Describe methods for effective negotiations.
· List tools that will help you make more effective and less biased decisions.
WHAT'S INSIDE?
· Be a Critical Thinker: Dealing with Deception at the Bargaining Table
· Bringing OB to Life: Intuition and US Airway Flight 1549
· Checking Ethics in OB: Is a Two-Tiered Wage System Ever Justified?
· OB in the Office: What to Do When Face-to-Face Negotiations Are Not Possible: Tips for Negotiating via Email
· OB in the Office: Sooner or Later You'll Know How to Negotiate a Better Raise
· Research Insights: Analytical and Intuitive Decisions: When to Trust Your Gut
· Worth Considering or Best Avoided? Labor and Management Sides Disagree. Is a Strike the Answer?
You are at work and you hear your colleagues disagreeing with each other loudly. Their voices can be heard throughout the office, and you notice people popping their heads up to see what's going on. You are in charge of the team, and you know that your organization prides itself on having a collegial culture. What do you do?
For many people, the answer is clear: Conflict is bad—we need to get rid of it. Conflict makes people uncomfortable and harms our ability to work together, so managers need to step in and resolve differences. Is this always true? Couldn't it be that conflict can also play a positive role in the workplace?
In this chapter, we show that conflict can be good when it surfaces important issues that need to be discussed. The key to managing it is knowing how to determine what kind of conflict is occurring and then using it to generate better decisions. This requires developing skills in areas that are becoming increasingly important in today's workplace: conflict, negotiation, and decision making.
16.1 Manage Conflict
LEARNING OBJECTIVES
Understand what conflict is, why it occurs, and how we can manage it more effectively.
· Define what conflict is and why it occurs.
· Understand conflict management strategies.
· Guard against common conflict management pitfalls.
Why Do We Have Conflict?
Conflict occurs whenever disagreements exist in a social situation over issues of substance, or whenever emotional antagonisms create frictions between individuals or groups.1 Team leaders and members can spend considerable time dealing with conflicts. Sometimes they are direct participants, and other times they act as mediators or neutral third parties to help resolve conflicts between other people.2 Because conflict dynamics are inevitable in the workplace, we need to know how to handle them.3
Functional and Dysfunctional Conflict
Any type of conflict in teams and organizations can be upsetting both to the individuals directly involved and to others affected by its occurrence. As with the opening example, it can b ...
Would you like to transform conflicts into conversations? Are you looking for new ways to settle disagreements in your workplace? Do you want to your employees to resolve their own conflicts? Mediation allows people to arrive at creative, win-win solutions based on what’s important to them. In this webinar, we’ll explore general mediation concepts and how you can productively apply them in your workplace. Whether you manage people or programs (or both), you’ll have the opportunity to apply a “mediator’s mindset” to the conflicts you currently face and recognize new possibilities for skill development, growth and change.
The document discusses methods for anticipating and adapting to organizational change, managing organizational conflict, and mitigating employee stress during a merger. It proposes that organizations can anticipate change by monitoring industry trends, evaluating strategies, and assessing customer needs. To adapt, leaders must guide employees through change by developing trust, providing support and training, and encouraging flexibility. Five steps are outlined to manage conflict: setting expectations for resolution, obtaining all perspectives, agreeing on issues, brainstorming solutions, and negotiating agreements. However, the document does not describe specific creative problem-solving methods to mitigate employee stress during a merger.
This developmental feedback report provides information on a student's competency levels based on an assessment. It finds the student has moderate proficiency in adapting to change, working well with others, and analyzing and solving problems. The student has high proficiency in applying a global mindset, generating ideas and innovating, learning and self-development, achieving objectives, and leading others. The report provides development activities and tips for each competency to help the student further improve.
Having employee problems? Employees do not seem to be able to get along? Need more teamwork? A good class in Conflict Management might be just what the doctor ordered. You have here 38 slides for a full-day class with exercises and activities to help employees and managers learn how to better handle conflict in the workplace. Call me if you have any questions: 612-310-3803. John
This document provides information on conflict resolution training. It defines workplace conflict and identifies common causes as differing perspectives, stress, and increased demands on teamwork. While conflict can be negative, it notes that constructive challenges to ideas can foster new solutions. The document outlines healthy versus damaging conflict and lists benefits of resolution such as improved morale and productivity. It provides dos and don'ts of the resolution process and describes a six step approach including clarifying issues, finding common goals, and agreeing on responsibilities. The summary is that conflicts should aim for the best solution, alternative resolutions can save costs and time, and unresolved conflicts should be avoided.
This document provides information on conflict resolution training. It defines workplace conflict and identifies common causes as differing perspectives, stress, and increased demands on teamwork. While conflict can be negative, it notes that constructive challenges to ideas can foster new solutions. The document outlines healthy versus damaging conflict and lists benefits of resolution such as improved morale and productivity. It provides dos and don'ts of the resolution process and describes a six step approach including clarifying issues, finding common goals, and agreeing on responsibilities. The summary is that conflicts should aim for the best solution, alternative resolutions can save costs and time, and unresolved conflicts should be avoided.
Conflict arises when one person perceives that another person has negatively affected or will negatively affect something they care about. Not all conflicts are unhealthy, but they can become counterproductive if not properly managed. There are different views on conflict, including seeing it as inherently bad or as a natural occurrence that can even be beneficial. Key ways to manage conflict include open communication, compromise, focusing on issues rather than personal attacks, and ensuring any solutions are followed through. Overall, an organization needs some level of conflict to adapt and change over time.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Comparing Stability and Sustainability in Agile Systems
Collaboration presentation
1. Zamboanga State College of Marine Sciences and Technology
Fort Pilar, Zamboanga City
Graduate School
Master in Public Management
PM ELECT. 6 - Team Building and Conflict Management
Report on
Conflict Management -
Working Towards Collaboration
Submitted by: Submitted to:
TEOFILO A. TUBO ELEANOR B. PEREZ, DM
MPM- I Instructor
3. collaboration
Definitions (3)
1. General: Cooperative arrangement in which two or more parties (which
may or may not have any previous relationship) work jointly towards
a common goal.
2. Knowledge management (KM): Effective method of transferring 'know
how' among individuals, therefore critical to creating and sustaining
a competitive advantage. Collaboration is a key tenet of KM.
3. Negotiations: Conflict resolution strategy that uses both assertiveness
and cooperation to seek solutions advantageous to all parties. It succeeds
usually where the participants' goals are compatible, and the interaction
among them is important in attaining those goals.
Collaborative: People tending towards a collaborative style try to meet
the needs of all people involved. These people can be highly assertive
but unlike the competitor, they cooperate effectively and acknowledge
that everyone is important. This style is useful when a you need to bring
together a variety of viewpoints to get the best solution; when there
have been previous conflicts in the group; or when the situation is too
important for a simple trade-off.
4. By: Jaceson Maughan
Workplace conflict is commonplace, but managers who can incorporate
certain types of conflict management strategies that work will soon be
able to achieve their goals and minimize disruptions. Managers will
successfully eliminate conflicts and turn the situation into a problem-
solving opportunity that will ultimately benefit the entire office.
Collaboration: This conflict management strategy is considered one of
the most successful, but it needs the right environment to work. The idea
is that both sides work together in a spirit of teamwork to reach goals
and preserve relationships. It works best when there is a long-term
business relationship in place and the common goals are what is best for
the company.
5.
6.
7. Moving from Conflict to Collaboration
By Stan Clark, EdD, Psychologist
There are several ways we might begin to move from conflict to collaboration.
Here are several to consider as you prepare to prevent or work through conflicts
in your workplace.
Adjust your outlook. Examining our attitude toward conflict is an important
first step. We are more likely to “transform” conflicts into collaborative
conversations when we expect constructive changes to occur and are willing to
actively engage in a process of working out integrative solutions (Lederach &
Maiese, 2003).
Find common ground. Contribute to the development of a shared vision that
is compelling to all group members and advocate for a division of labor that
permits each participant to employ some of their best skills, knowledge, and
interests. Point out emerging increments of agreement and progress toward
mutually desired outcomes.
Build relationships. Even before agreeable solutions begin to emerge, it is
important to notice and encourage earnest efforts by others to work
cooperatively. Establish routine patterns of connection, such as starting each
conversation by reviewing shared interests and areas of agreement.
8. Use two-way communication practices. When you begin a new team
venture, present your positions and ideas using “I-statements” and open to others’
perspectives. Restate your best understanding of others’ points, values, and interests
using key phrases they use. Ask for confirmation or correction. Request that others
do the same.
Proceed in small steps. Stay focused on freshly emerging issues versus getting
bogged down addressing more complex problems prematurely. Break bigger
problems into sequential steps and tackle them one at a time.
Keep a broad perspective. When it is necessary to address differences, it is
important to cultivate ways to recover from unpleasant conflict experiences. One
way to do this involves acknowledging your contributions to difficulty and expressing
a desire to get back on track. It can also be useful to occasionally discuss differences
from a third person perspective (Gellerman, & O’Brien, 2006; Stone, Patton, & Heen,
1999), summarizing two different perspectives openly and without judgment the way
a third party might describe them.
Manage your emotions. Before meeting with members of a work team with
whom you have disagreements, it can be helpful to withdraw and calm
yourself. As one might expect, the affect or feeling experienced during a
conflict has been found to be a major predictor of the outcome of the conflict.
9. Research by Barbara Fredrickson (2001) has indicated that the worse people
feel in such situations, the less capable they are to consider options and pursue
creative solutions.
You might also prepare yourself for unpleasant emotional reactions others may
experience, so you will be less likely to react in ways that are likely to worsen
and perpetuate emotional reactivity. One way to strengthen this practice is to
imagine a thick glass wall between you and the person who is upset and to
focus mainly on your own feelings, thoughts, and actions without reacting. It is
also important to seek common ground from the outset of a work project and
to revisit this focus whenever emotional conflict emerges.
Be compassionate. When you encounter avoidant or adversarial reactions,
remind yourself that everyone engages in some version of these patterns at
times. Reflect on whether these reactions are fleeting or whether they
represent a person’s characteristic style of handling conflict. People with
integrative or compromising styles may sometimes lapse into withdrawal or
attack mode, even you! This tends to occur when someone is struggling to
express what feels deeply important in terms that others will be able to
understand. Anyone in this fix will tend to feel helpless and frustrated until it
becomes possible to succeed in articulating one’s perspective effectively.
10. Take breaks to regroup. When you suspect others are struggling in their
efforts to express themselves, acknowledge it. You can open the door to mutual
understanding and trust by saying something like, “It seems there is something
really important you need to say about this. I propose we take a short break so
you can organize your thoughts and I can clear my mind to listen so we can work
this out together.” You might even establish an agreement when your group meets
for the first time to take breaks to regroup as needed. This can greatly improve
everyone’s chances of keeping a sense of perspective and maintain the capacity
for creative problem solving. By being proactive, you are more likely to avoid the
development of intractable conflicts from the outset.
Distinguish between intentions and impact. If you do become entangled
in a heated exchange, you can begin to get back on track by differentiating
between your intentions and the impact of your comments and actions.
Mishandling these is one of the biggest factors leading to intractable conflicts.
Claiming to know another’s intentions inevitably ends in deadlocked
conversations. Ignoring or denying the impact of your words and actions on others
is also sure to lead to lose-lose situations. Conflict becomes more
productive when all parties are willing and able to openly accept each other’s
reported intentions and to
acknowledge unintentional negative impacts pointed out by others (Stone, Patton,
& Heen, 1999).
11. Four Phases of Collaborative Problem-solving
1. Identify the Problem
• Initiator – Stick to facts, describe behaviors, avoid accusations and fixation on one issue
• Responder - Show genuine concern, empathy, get specific examples, agree with
some aspect
• Mediator – Validate, maintain neutral posture, keep the meeting moving, facilitate without
judging
2. Generate Solutions
• Initiator - Focus on shared interests
• Responder - Ask for suggestions, avoid debates regarding merits
• Mediator- Explore options by having individuals see commonalities; explore the
“whys,” behind disagreements
3. Formulate an Action Plan
• Set superordinate goals-Superordinate goals are goals that get people from
opposing sides to come together and work toward a common end result.
• Ensure that all parties agree to plan -Details: who, what, how, when, and where
4. Implement the Plan and Follow-up
12. Eight Dangers of Collaboration
by Nilofer Merchant (Harvard University)
Most of what is written about collaboration is positive. Even hip. Collaboration is
championed enthusiastically by the Enterprise 2.0 experts, as well as leading thinkers
like Don Tapscott, as the crucial approach for the 21st century. Collaboration creates
once-elusive "buy-in or "empowerment," improves problem solving, increases
creativity, is key to innovation at companies like Lego, Pixar, and Intuit. It slashes costs
and improves productivity.
So why is collaboration as rare as it is?
The short answer is that collaboration is dangerous. Inherently, collaboration says
something is happening outside of one's immediate control. This by itself seems
threatening to some, but there are several specific reasons why it appears dangerous:
1. Not knowing the answer. The fundamental premise of collaboration is that you can
use it to solve complex problems that are beyond the function of one domain or
expertise. That means that each participant needs to be comfortable with a certain
amount of ambiguity. Most people have built their careers — perhaps even their identity
— on being the expert. They don't like feeling ignorant.
2. Unclear or uncomfortable roles. Role and responsibilities in the collaboration
space tend not to be hierarchical; they are often fluid, changing from phase to phase of
the work. This can be especially hard for senior executives, because it may mean
taking off their mantle of being the "chief of answers" and becoming part of the "tribe of
doing things."
13. 3. Too much talking, not enough doing. Collaboration means a shift from
thinking big ideas alone, and more into the real-time mess of problem solving with
others. Shifting work from "I tell, they do" to a "We think together" approach will
appear at first to be all about talking. Like we've moved to the land of yack, yack,
yack. But thinking together closes a gap. By thinking together, people can then act
without checking back in because they were there when the decision got made.
They've already had the debates about all the tradeoffs that actually make
something work. But that means organizations spend more time in the messy and
time-consuming up-front process of designing solutions that'll work.
4. Information (over)sharing. For collaboration to work, information is rarely
left in any silo but is shared and often combined in unexpected ways to reframe
problems. For some people, this can mean information overload. For others, who
withhold information in order to retain power, the free flow of information is
threatening.
5.Fear of fighting. Collaborating means dealing with conflicting priorities. "Turf"
isn't always clear. If you avoid conflict, or don't know how to fight effectively, nothing
will happen. Knowing how to debate the tradeoffs between many viable options
means knowing how to argue with each other about the business in more open and
visible ways. (I've already written about Steve Jobs doing this with his team.) Not
doing it well, or doing it wrong — or simply losing? Very risky. Very dangerous.
14. 6. More work. Often, collaboration happens on top of other work. Participants
are already plenty busy with their "day job" and the new project may be especially
stressful because of this. Until the problems that any collaboration project is aimed
to fix gets solved, a collaboration project can often be overwhelming. Most people
describe collaboration in what I call a nice-nice way: If we would just collaborate,
then we would do better! But as we've already described, collaboration is about
the friction of ideas and the forging of new ways of working. That is not easy, or
even nice. And it makes new demands on all of us. It means leaders must do more
than just tell people what to do. It also means people within the organization have
to do more than say, "Hey, that thing is broken" and then delicately walk away.
7. More hugs than decisions. The fear is that if we ask for opinions we must
listen to all of them, and that we'll create watered down "solutions" by committee.
In that way, collaboration is often used synonymously with teamwork or
democratic exchange. It shouldn't be. The goal isn't about feeling good; it is about
business results. If people have been heard, have participated in creating solutions
and then know why the business picks one option over another, than we can all
require what Barbara Kellerman appropriately called followership. Leaders still
need to make tough calls and direct the focus. Without both Leadership with the
capital L and Followership with a capital F, all we get is the equivalent of a group
hug and not the results the organization needs.
15. 8. It's hard to know who to praise and who to blame. Collaborative projects are
judged on the outcome, more than the individual efforts than when into them
(which are hard to even measure). Leaders have less visibility into who did
what. If things go right, they worry about rewarding the wrong people. If things
go wrong, they complain about no longer having a single "throat to choke.“
16. What If The Other Party Doesn’t Want To Collaborate?
It might well be that your analysis of the situation is that it
requires collaboration or compromise but you’re faced with
somebody who just wants to force their way.
If the issue is not important, just let go and be accomodating.
You’ll save time and preserve the relationship.
If the other person has more relative power (your boss, your
client) you might want to be accomodating too.
If the issue and the relationship are important and the other
person does not have more relative power than you… then you
need to convince them to change their attitude. It opens up a
whole new subject: persuasion, which we’ll explore in more
details in another article.
17. For Discussion Purposes:
Conflict on Spratly Islands. Collaborations between
the nations (Philippines, China, Taiwan, Thailand,
Vietnam) affected are possible?