Cooperation, competition, conflict, and power in teams
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This document discusses key topics related to team development, including cooperation and competition, managing conflict, power and social influence, and situational leadership. It addresses how competition can hurt teams but cooperation provides benefits and challenges. Conflict is a normal part of team dynamics and there are healthy and unhealthy sources of conflict. Approaches to conflict resolution include confrontation, collaboration, compromise and accommodation. The document also covers conformity, power, leadership styles, and situational leadership, where the appropriate leadership approach depends on the development level of followers.
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This document covers topics related to team development including cooperation and competition, managing conflict, power and social influence, and situational leadership. It discusses how competition can hurt teams but cooperation benefits teams. Conflict is a normal part of team dynamics and there are healthy and unhealthy sources of conflict. Approaches to conflict resolution include confrontation, compromise, collaboration, avoidance and accommodation. Power can come from expertise, likability, position, rewards or coercion. Situational leadership involves assessing a follower's competence and commitment to determine the appropriate leadership style which can range from highly directive to highly supportive behaviors.
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Cooperation, competition, conflict, and power in teams
Cooperation, competition, conflict, and power in teams
Similar to Cooperation, competition, conflict, and power in teams
Cooperation, competition, conflict, and power in teams
This document covers topics related to team development including cooperation and competition, managing conflict, power and social influence, and situational leadership. It discusses how competition can hurt teams but cooperation benefits teams. Conflict is a normal part of team dynamics and there are healthy and unhealthy sources of conflict. Approaches to conflict resolution include confrontation, compromise, collaboration, avoidance and accommodation. Power can come from expertise, likability, position, rewards or coercion. Situational leadership involves assessing a follower's competence and commitment to determine the appropriate leadership style which can range from highly directive to highly supportive behaviors.
Cooperation, competition, conflict, and power in teams
1. The document discusses various topics related to team development including cooperation and competition, managing conflict, power and social influence, and situational leadership.
2. It addresses how competition can hurt teams and deals with managing conflict in a healthy way. Conflict is a normal part of team processes and should not always be avoided.
3. The document also covers the different bases of power, conformity to group pressure, and situational leadership which involves matching leadership style to follower development level.
Cooperation, Competition, Conflict, And Power In Teams
1. The document discusses various topics related to team development including cooperation and competition, managing conflict, power and social influence, and situational leadership.
2. It addresses how competition can hurt teams and looks at the benefits and problems of cooperation. Conflict is examined as a normal part of team processes and different approaches to conflict resolution are outlined.
3. The nature of conformity and the variables that increase or decrease it are explored. Various bases of power and power styles are defined. Situational leadership theory is introduced relating leadership behaviors to follower development levels.
Coping with conflicts (new)
The document discusses various strategies for coping with and managing conflicts. It defines conflict as a natural disagreement resulting from differences in attitudes, beliefs, values or needs. Some key strategies mentioned include exercising, relaxation, cognitive therapy, networking, negotiation skills like listening and problem diagnosis, acknowledging the situation, focusing on the problem rather than individuals, discussing issues with others, and understanding conflicts within oneself and others. The benefits of coping with conflicts include dealing with reality, trying to change or solve problems, and keeping identity and role separate.
Organizational conflict
The document discusses organizational conflict. It begins by defining conflict as a disagreement between incompatible ideas, interests, or people. It then discusses various types of conflict including task conflict, relationship conflict, and conflicts of interest. Several causes of workplace conflict are outlined, such as personal clashes, misunderstandings, lack of cooperation, and differences in beliefs. Strategies for managing conflict constructively include open communication, listening to different perspectives, and focusing on problem-solving rather than changing people. The document emphasizes developing self-awareness and trust to facilitate conflict resolution.
Industrial conflict
This document discusses conflict and its types and sources. It defines conflict as any incompatible goals, attitudes, or behaviors between two or more parties. Functional conflict is constructive disagreement, while dysfunctional conflict is destructive. Conflict can have positive consequences like new ideas or negative consequences like wasted resources. Sources of conflict include personal factors like personalities and structural factors like goal differences. The document also discusses different types of conflict like interpersonal, intrapersonal, and interrole conflict. Various conflict management strategies are presented like avoiding, accommodating, competing, compromising, and collaborating.
Unit iv conflict & its mgmt
Conflict arises when one party perceives that another party has negatively affected or will negatively affect something they care about. There are different views on conflict - the traditional view sees it as inherently harmful, while the interactionist view sees it as sometimes positive and necessary for group performance. Conflict can be functional when it improves group goals or dysfunctional when it hinders goals. Sources of conflict include different goals, scarce resources, power struggles, and inconsistent rewards. Strategies to reduce conflict include avoidance, defusion, containment, and confrontation. The conflict process involves potential opposition, cognition/personalization, intentions, behaviors, and outcomes that can be functional like improved decisions or dysfunctional like reduced cooperation.
Conflict management
This presentation deals with the different aspects of conflict management and the ways to manage it. It also describes the positive and negative aspects of conflict in an organisation.
Organization Behavior
This document provides a summary of organizational behavior concepts related to conflict and negotiation. It discusses the different types of conflict including substantive and emotional conflict, and the levels of conflict such as intrapersonal, interpersonal, and inter-group. Functional and dysfunctional conflict are also explained. The stages of conflict and various approaches to conflict management both direct and indirect are outlined. Negotiation is defined and the goals, ethical aspects, settings, and influence of culture on negotiation are summarized. Different negotiation strategies of distributive and integrative approaches are presented along with how to gain integrative agreements through supportive attitudes, constructive behaviors and good information exchange.
Conflicts Management Skills
The document discusses conflict management skills, including the concept of conflict, sources of conflict, types of conflict, and strategies for managing conflict. It defines conflict as a struggle between people that can occur within an individual or between groups. Conflicts have both functional and dysfunctional impacts and arise from sources like personality differences, perceptions, and scarce resources. Managing conflict involves stimulating, preventing, or resolving conflicts through various approaches like problem-solving, compromise, or establishing superordinate goals.
Groups and teams class session 3
This document discusses managing conflict within teams. It addresses why a lack of conflict can be problematic for teams and identifies healthy and unhealthy sources of conflict. It also discusses different approaches to conflict resolution such as negotiation, mediation, arbitration, and avoiding or addressing conflict. The document emphasizes that conflict is a normal part of teams when it is focused on tasks rather than personal attacks, and that some level of disagreement and questioning among team members is acceptable and can lead to better outcomes than suppressed conflict. It provides frameworks for understanding the nature of conflict and strategies for constructively addressing disagreements.
Conflict presentation
This document discusses interpersonal dynamics and conflict styles. It describes four main types of personalities - The Team Player, The Adventurer, The Queen, and The Analyst - based on where they fall on scales of flexibility vs. rigidity and internal vs. external focus. It also outlines five types of conflicts based on their underlying causes. Finally, it introduces three conflict styles - The Turtle (withdrawing), The Shark (forcing), and The Teddy Bear (smoothing) - based on how individuals typically respond to conflicts. The overall document provides a framework for understanding personalities, sources of conflicts, and common conflict response tendencies.
OB - Group Dynamics
Partially based on the Kreitner/Kinicki (2009, McGraw Hill/Irwin) textbook with updated data from a variety of cited sources.
Conflict presentation
The document discusses the stages of conflict, sources of conflict, approaches to handling conflict, and outcomes of conflict. It addresses potential opposition, cognition and personalization of conflict, intentions to intervene, behaviors used to resolve conflict, and the functional and dysfunctional outcomes that can result. It also discusses negotiation processes, including distributive vs integrative approaches, strategies used, and the role of personality traits and gender in negotiations. Key third parties that can assist with conflict resolution through mediation, arbitration, or consultation are also outlined.
Conflict
Conflict occurs when disagreements exist over issues or goals, or when emotional tensions cause friction between individuals or groups. There are different types and levels of conflict, including substantive, emotional, intrapersonal, interpersonal, intergroup, and interorganizational. Conflict can be functional when it improves decision making, but dysfunctional when it harms relationships. Successful conflict management involves understanding the causes and stages of conflict, then applying appropriate resolution techniques like compromise, problem solving, or altering structural variables to address the underlying issues fueling the conflict.
Conflict & negotiation in organisation
The document discusses conflict and negotiation. It defines conflict as disagreements that arise over goals or methods. There are different views of conflict, from seeing it as purely harmful to recognizing that it can have positive functions when managed constructively. Conflicts can be task-related, relationship-based, or about processes. The conflict process involves potential opposition, cognition and personalization of the issues, intentions to address it, behaviors used, and outcomes. Negotiation is the process of making joint decisions when parties differ and can use distributive or integrative strategies. Third parties like mediators or consultants can assist in negotiation. The document outlines factors to consider for different conflict-handling intentions.
Conflicts in the organization
Organizational conflict arises from disagreements between individuals or groups within an organization over issues like resource allocation, responsibilities, or strategic direction. There are three main views of organizational conflict: the traditional view sees all conflict as negative; the human relations view sees some conflict as inevitable and possibly beneficial; and the interactionist view encourages controlled levels of functional conflict that can improve performance. Conflicts can be functional and improve group performance or dysfunctional and hinder objectives. Managers should aim to maintain the right balance of functional conflict while minimizing dysfunctional conflict.
Team conflicts & resulation
This document discusses team conflicts and resolution. It defines conflict as occurring when one party perceives another has negatively affected something they care about. Conflicts can be functional and improve group performance or dysfunctional and hinder it. The document outlines the process of conflict from latent to manifest stages. It also discusses resolving conflicts through problem solving, avoidance, compromise and other methods. Managing conflicts effectively facilitates employee work and strengthens relationships.
Conflict management
Conflict occurs when there are disagreements over issues or emotional tensions between individuals or groups. There are different types and levels of conflict including interpersonal, intrapersonal, intergroup, and inter-organizational. Conflict can be functional when constructive, but dysfunctional when destructive. Effective conflict management involves both assertiveness and cooperation to find win-win solutions through collaboration, problem-solving, and negotiation.
Negotiation & Conflict Resolution
Negotiation skills and conflict resolution are important topics discussed in the document. It begins by defining conflict and describing the various types that can occur within organizations, including those stemming from incompatible goals, differing interpretations of facts, and behavioral expectations. The document then examines the traditional, interactionist, and resolution-focused views of conflict. It outlines the stages of the conflict process, including potential opposition, cognition and personalization, intentions, behaviors, and outcomes. Functional and dysfunctional outcomes are also distinguished. The remainder of the document provides examples of intra-personal, intra-organizational, and inter-organizational conflicts, as well as strategies for managing conflict effectively and resolving disputes productively.
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Cooperation, competition, conflict, and power in teams
- 1. TEAM DEVELOPMENT Cooperation and Competition Managing Conflict Power and Social Influence Situational Leadership Learning in Groups and Teams
- 2. COOPERATION AND COMPETITION- EXAMPLES FROM YOUR WORK ENVIRONMENT 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. 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. 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. SOURCES OF CONFLICT Healthy 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. CONFLICT RESOLUTION APPROACHES high Confrontation Collaboration Assertiveness Compromise Avoidance Accommodation low high Cooperativeness
- 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. 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. VARIABLES THAT INCREASE OR DECREASE CONFORMITY
- 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. CYCLE OF POWER
- 12. POWER STYLES
- 14. SITUATIONAL LEADERSHIP high Supporting Behavior low high Directive Behavior
- 15. SITUATIONAL LEADERSHIP BEHAVIORS high Supporting Behavior low high Directive Behavior
- 16. DEVELOPMENT LEVEL OF THE FOLLOWER Competence = Knowledge and Skills Commitment = Motivation and Confidence