EDL 290F Week 5 - Facing Headwinds and Hairpin Turns (2024).pdf

1. TO TEAMWORK. TO TRUST. TO JOY. TO LOVE AND HONOR.
The Nature of
Group Leadership
Phase Two: Who’s Along for the Ride?
Week 5:
Facing Headwinds and Hairpin Turns
ARRIVAL NOTES
● Hello! We hope you
enjoyed dinner with
BaShaun!
● Sit next to someone
you haven’t spent
time with yet.
● Write someone a
mailbox note today!
TODAY’S AGENDA
● Welcome.
● Brief check-in.
● Conflict styles assessment.
● Lecture.
● Conflict scenarios
(scenario #5).
● Wrap-Up and Check-Ins.
REFLECTIONS FROM THE
SOUL JOURNEY
● We’ll do today’s reflection in
the middle of class.

4. Conflict Management Style
Assessment

5. TO TEAMWORK. TO TRUST. TO JOY. TO LOVE AND HONOR.
Conflict Management Style Assessment
TAKE THE ASSESSMENT
● There are five different styles of conflict management.
● Take the inventory to find out which conflict management style you typically
prefer.
(Eber, 2020)
(Anderson, 2016)

6. TO TEAMWORK. TO TRUST. TO JOY. TO LOVE AND HONOR.
Conflict Management Style Assessment
ASSESSMENT RESULTS
● There are five different styles of conflict management.
● Take the inventory to find out which conflict management style you typically
prefer.

7. TO TEAMWORK. TO TRUST. TO JOY. TO LOVE AND HONOR.
Conflict Management Style Assessment
WHAT DOES MY ASSESSMENT MEAN?

8. TO TEAMWORK. TO TRUST. TO JOY. TO LOVE AND HONOR.
Conflict Management Style Assessment
CONFLICT MANAGEMENT TYPES
Owls highly value the goal and the relationship.
When both the goal and the relationship are highly
important to you, you initiate problem-solving
negotiations to resolve the conflict. Solutions are
sought that ensure that both you and the other
group member fully achieve your goals and resolve
any tensions and negative feelings between the
two of you.
COLLABORATOR

9. TO TEAMWORK. TO TRUST. TO JOY. TO LOVE AND HONOR.
Conflict Management Style Assessment
CONFLICT MANAGEMENT TYPES
Sharks see the relationship as of little importance
and try to overpower opponents by forcing them to
give in so the shark can achieve his or her goal.
When the goal is very important, but the
relationship is not, you seek to achieve your goal
by forcing or persuading the other to yield. For
example, a disagreement about an issue that
matters to you with a person you do not have a
relationship with.
CONTROLLER

10. TO TEAMWORK. TO TRUST. TO JOY. TO LOVE AND HONOR.
Conflict Management Style Assessment
CONFLICT MANAGEMENT TYPES
Turtles withdraw into their shells to avoid conflicts,
valuing neither the relationship nor the goal. When
the goal is not important and you do not need to
keep a relationship with the other person, you may
wish to give up both your goal and the relationship
and avoid the issue and the other person. Avoiding
a hostile stranger, for example, may be the best
thing to do.
AVOIDER

11. TO TEAMWORK. TO TRUST. TO JOY. TO LOVE AND HONOR.
Conflict Management Style Assessment
CONFLICT MANAGEMENT TYPES
To teddy bears, the relationship is of great
importance, whereas the goal is of little
importance. When the goal is of little importance to
you but the relationship is of high importance, you
give up your goal in order to maintain the
relationship at the highest quality possible.
ACCOMMODATOR

12. TO TEAMWORK. TO TRUST. TO JOY. TO LOVE AND HONOR.
Conflict Management Style Assessment
CONFLICT MANAGEMENT TYPES
Foxes are moderately concerned with the goal and
the relationship with the other member. When both
the goal and the relationship are moderately
important to you, and it appears that both you and
the other person cannot get what you want, you
may need to give up part of your goals and
sacrifice part of the relationship in order to reach
an agreement.
COMPROMISER

13. TO TEAMWORK. TO TRUST. TO JOY. TO LOVE AND HONOR.
Pause and Reflect on Your Journey
REFLECTIONS FROM THE SOUL JOURNEY
● Rate your week.
● Why did you rate your week the way you did? What were the highs and lows?
Are there any questions we can answer for you?
● Tell us what your conflict management style is?
● Do you relate to your conflict management style? Why or why not?
● Tell us about a time when you experienced conflict. What was that like for you?

14. Week 5 Lecture
Review of Learning Materials

15. TO TEAMWORK. TO TRUST. TO JOY. TO LOVE AND HONOR.
The Five Dysfunctions of a Team
ABSENCE OF TRUST
(Lencioni, 2002)
ABSENCE OF TRUST
● Stems from unwillingness to be
vulnerable.
● Team members who are not genuinely
open with one another make it
impossible to build a foundation for trust.
(MyStory!)

16. TO TEAMWORK. TO TRUST. TO JOY. TO LOVE AND HONOR.
The Five Dysfunctions of a Team
FEAR OF CONFLICT
(Lencioni, 2002)
FEAR OF CONFLICT
● Teams that lack trust are incapable of
engaging in unfiltered and passionate
debates of ideas.
● When there’s a fear of conflict there’s a
tendency to have veiled discussions and
guarded comments.

17. TO TEAMWORK. TO TRUST. TO JOY. TO LOVE AND HONOR.
The Five Dysfunctions of a Team
LACK OF COMMITMENT
(Lencioni, 2002)
LACK OF COMMITMENT
● When people can’t have their opinions
heard because of a fear of conflict, they
lose commitment.
● May result in feigned agreements.

18. TO TEAMWORK. TO TRUST. TO JOY. TO LOVE AND HONOR.
The Five Dysfunctions of a Team
AVOIDANCE OF ACCOUNTABILITY
(Lencioni, 2002)
AVOIDANCE OF ACCOUNTABILITY
● Without buy-in, we don’t hold each other
accountable.
● Start working independently and without
thought of what’s good for the team.

19. TO TEAMWORK. TO TRUST. TO JOY. TO LOVE AND HONOR.
The Five Dysfunctions of a Team
INATTENTION TO RESULTS
(Lencioni, 2002)
INATTENTION TO RESULTS
● Occurs when team members put their
individual needs (ego, career
development, recognition) before their
own.
● Doesn’t consider the collective goals of
a team.

20. TO TEAMWORK. TO TRUST. TO JOY. TO LOVE AND HONOR.
Sources of Conflict
EIL CHAPTER 19
● Conflicting needs
● Conflicting styles
● Conflicting perceptions
● Conflicting goals
● Conflicting pressures
● Conflicting roles
● Conflicting values
● Inconsistent policies
(Shankman, Allen, and Haber-Curran, 2015)
“Conflict is like a pot of water that is left
too long to boil. If stirred and taken off the
heat (by using healthy conflict resolution
techniques), a little hot water can lead to
healthy growth and discussion. If ignored,
sooner or later it will bubble up and spill
over, which takes a lot more effort and
time to clean up.” (p. 189)

21. TO TEAMWORK. TO TRUST. TO JOY. TO LOVE AND HONOR.
Conflict is a Place of Possibility
DANA CASPERSEN’S TED TALK
● If we recognize the possibility in conflict, we can:
○ deepen connection to the people we care about.
○ provoke useful conversation with the people whom we disagree.
○ give us the momentum and opportunity to talk about what matters.
● Conflict is inevitable but destructive conflict is not inevitable.
● Inside of attack, we require the curiosity to move forward. If we listen past
the attack, we might hear the real message and fundamentally change the
conversation. If we respond to the attack, we’re wasting time. (9:46-11:40)
(Caspersen, 2015)

22. TO TEAMWORK. TO TRUST. TO JOY. TO LOVE AND HONOR.
Curiosity Starter Kit - Information Gap Theory
INTOIT - FRICTION
● Step 1: Mind the Gap
○ Keep your attention trained on the mystery.
● Step 2: Collect Knowledge
○ Curiosity is most intense when you know just enough to make it tug at you.
● Step 3: Reject Easy Answers
○ If you think you know, you don’t think to ask.
● Step 4: Embrace Complexity
○ Big, tough questions are big, tough questions.
(Guzmán, 2022)

23. TO TEAMWORK. TO TRUST. TO JOY. TO LOVE AND HONOR.
Go Right to the Source
MOVE YOUR BUS - CHAPTER 27
● If there’s a conflict with someone on the team, go directly to that person and talk
with them; approach with curiosity.
○ How do you do this?
● If you’re not sure you can approach the conflict on your own, consult a
leadership team member, not another SOUL who isn’t involved.
○ Up, not out!
(Clark, 2015)

24. SOUL Scenario #5
Pick a Scenario to Respond To

25. SOUL Check-Ins
Consultations with the Leadership Team

26. TO TEAMWORK. TO TRUST. TO JOY. TO LOVE AND HONOR.