Conflict is a necessary part of a healthy team and organization. But too much conflict can be toxic and negatively affect your productivity. Here are 10 ways to effectively manage conflict on project teams.
Adapted from: Managing Technology-Based Projects by Hans J. Thamhain
Conflict is a necessary part of a healthy team and organization. But too much conflict can be toxic and negatively affect your productivity. Here are 10 ways to effectively manage conflict on project teams.
Adapted from: Managing Technology-Based Projects by Hans J. Thamhain
Managing team and organizational conflictMasum Hussain
In our culture, we reflexively tend to think of the term “conflict” in the negative. When we discuss conflict in the business world, we speak of it (often unwittingly) as a diminishing force on productivity, an ill that only compounds the difficulties of a job, and an element that needs expunging if companies are to achieve their goals. Normally seen as the byproduct of a “squeaky wheel” rather than a natural derivative of business itself, conflict is a force that causes short-term anxieties, and many view “fixing” ongoing conflict as synonymous with “eliminating” it.It is commonplace for organizations today to work in teams. Whether they be leader-driven teams or self-directed teams; the hope is that productivity, creativity, and results will be greater in a team environment. While this is a proven approach, any time you bring together people from differing backgrounds and experiences, it is inevitable that conflict will occur.
Every organization encounters conflicts on a daily basis. The conflicts cannot be avoided, but it is possible to manage them in a way that we recognize them on time. It is necessary to continuously track the organizational signals which point to their existence. If we do not react duly, this can lead to the situation that the conflict itself manages the organization. One of the more important determinants of productivity, efficiency and performance, and finally job contentment is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on dependent variables, but first we have to understand and get a good insight into individual elements of organizational behavior. By this paper we want to brighten the meaning of conflict on the organization, the conflict process and possible conflict management styles. We will show the relationship between the level of conflict and the impact on the organizational performance.
Are unresolved conflicts affecting team functioning? Would you like to make conflict a source of growth for your team? Would like a road map to get there?
Managing team conflict effectively is the art of fostering trust, resolving conflicts as they arise and facilitating productive communication. Highly functioning teams can debate challenging topics, make tough decisions, and hold each other accountable for results.
We have been discussingintne success parameters of teams.
But in real life training interventions, we come across so many reasons of team failures because of many inter and intra level cross functional relationships
we discuss the strategies to improve them and follow up with in the organisation.
Evaluating the Effect of Channel Bonding on Throughput in 802.11nVaideesh Ravi Shankar
Project to study the benefits of channel bonding in 802.11n.Examined the effect of distance, RSSI, channel used and interference on both 20MHz and 40MHz channels.
Managing team and organizational conflictMasum Hussain
In our culture, we reflexively tend to think of the term “conflict” in the negative. When we discuss conflict in the business world, we speak of it (often unwittingly) as a diminishing force on productivity, an ill that only compounds the difficulties of a job, and an element that needs expunging if companies are to achieve their goals. Normally seen as the byproduct of a “squeaky wheel” rather than a natural derivative of business itself, conflict is a force that causes short-term anxieties, and many view “fixing” ongoing conflict as synonymous with “eliminating” it.It is commonplace for organizations today to work in teams. Whether they be leader-driven teams or self-directed teams; the hope is that productivity, creativity, and results will be greater in a team environment. While this is a proven approach, any time you bring together people from differing backgrounds and experiences, it is inevitable that conflict will occur.
Every organization encounters conflicts on a daily basis. The conflicts cannot be avoided, but it is possible to manage them in a way that we recognize them on time. It is necessary to continuously track the organizational signals which point to their existence. If we do not react duly, this can lead to the situation that the conflict itself manages the organization. One of the more important determinants of productivity, efficiency and performance, and finally job contentment is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on dependent variables, but first we have to understand and get a good insight into individual elements of organizational behavior. By this paper we want to brighten the meaning of conflict on the organization, the conflict process and possible conflict management styles. We will show the relationship between the level of conflict and the impact on the organizational performance.
Are unresolved conflicts affecting team functioning? Would you like to make conflict a source of growth for your team? Would like a road map to get there?
Managing team conflict effectively is the art of fostering trust, resolving conflicts as they arise and facilitating productive communication. Highly functioning teams can debate challenging topics, make tough decisions, and hold each other accountable for results.
We have been discussingintne success parameters of teams.
But in real life training interventions, we come across so many reasons of team failures because of many inter and intra level cross functional relationships
we discuss the strategies to improve them and follow up with in the organisation.
Evaluating the Effect of Channel Bonding on Throughput in 802.11nVaideesh Ravi Shankar
Project to study the benefits of channel bonding in 802.11n.Examined the effect of distance, RSSI, channel used and interference on both 20MHz and 40MHz channels.
Shareholders and high performing employees need each other. Owners need growth enablers who can build the future company they envision. Key performers want to apply their unique abilities to a meaningful end that rewards them for value creation. So, how do you bring those two visions together in the way you construct rewards strategies? How do you pay crucial contributors in a way that improves shareholder value and makes owners feel good about the investment they are making in compensation? If these are questions you are trying to answer, you should not miss this!
Respond to 4 postings listed below, with at least in one or mormickietanger
Respond to
4 postings listed below
, with at least in one or more of the following ways:
• Ask a probing question, substantiated with additional background information, evidence or research.
• Share an insight from having read the postings, synthesizing the information to provide new perspectives.
• Offer and support an alternative perspective using readings from your own research
• Validate an idea with your own experience and additional research.
• Make suggestions based on additional evidence drawn from readings or after synthesizing multiple postings.
• Expand on postings by providing additional insights or contrasting perspectives based on readings and evidence.
Posts should be at least 200 words
and require
some information from the text, academically reviewed paper, some significant commentary that requires knowledge of the subject matter, a web link to an article or other source
.
POST 1:
Networking: A key to successful Teamwork
A. Consider the different teams presented in your reading assignment. How do these teams manage their team boundaries? What are the trade-offs between internal cohesion and external ties within each type of team? support your discussion with at least two external sources.
Teams are of different types such as Virtual teams, Problem-solving teams, cross-functional teams, self- managed teams but every team has to maintain their own boundaries to function up to the mark.
What are boundaries
Boundaries are the limitations, plans which meant for reducing distraction from outside sources and to increase the teams focus on their roles and responsibilities. They could be simple rules which are a part of the teams’ principles.
How to set boundaries
· Members need to work individually along with their team leader. Everyone of them need to understand as to what make them deviate from their works. Make a list of the important activities relating to their group project for which the team is formed and make a schedule by prioritizing their work according to their importance.
· This will help them to have an understanding of how to manage their work. Set short term and long-term goals so as to be responsible for completing the tasks.
· Remember that the boundaries can be breached. It is not possible that they will stay in place forever, sometimes the members may knowingly or unknowingly cross their boundaries.
· The team has to communicate with the other teams or members as to what extent they have set the boundaries. It will help them to have necessary support from others and they will be less disturbing to them (Guanfeng, & Zhiyang, 2011).
Internal cohesion and External ties
Internal cohesion has a positive relationship with the external ties. The level of internal cohesion defines the level of support and cooperation the members have with each other. If the cohesion is more it will not affect the members to outsource other expertise and necessary resources. B ...
Organizational structures, Conflicts and Negotiation in Project ManagementShikhaj Jakhete
A brief but exploratory content on types of organizational structures, conflict management and negotiation skills in Project Management.
It covers the following:
1. Significance of Organizational Structures in PM.
2. Types of Organizations - Functional, Project and Matrix.
3. Influence of Organizational structure on Projects.
4. Conflict and its Types.
5. Causes and Outcomes of Conflicts.
6. Conflict Management.
7. Negotiation - What is it?
8. Phases of Negotiation.
9. Negotiation Strategies.
10. Common Mistakes in Negotiations.
discussion 1Social IdentityBetter partner execution can lea.docxmickietanger
discussion 1
Social Identity:
Better partner execution can lead than higher self-assessments since one is incorporating bunch assets in his or her estimation of saw individual assets. In any case, not all groups include even direct levels of social character. Specifically, individuals from as of late framed groups might not have encountered the depersonalization forms that essentially go before social character notability. As of late framed groups are basic in the public arena; cases of such groups are pickup sports groups and work/school extend groups including people who have had next to zero contact with each other before they begin of group execution circumstance. Predominant partner execution ought to adversely influence impression of adapting assets and situational requests, especially when intragroup, as opposed to intergroup, procedures are overwhelming.
Psychological closeness:
There are a few reasons why mental closeness can upgrade the impact of upward social correlations on impression of adapting assets and situational requests amid focused circumstances. One is that contending on a group with nearer others prompts to more noteworthy assessment concerns. This may particularly be genuine when a measure of mental closeness has been accomplished however; social character is not yet striking. Another motivation behind why upward social correlations among mentally close colleagues may prompt to danger is because of interpersonal examinations with close others are more significant and in this very additionally undermining when they end up being antagonistic. individuals who deliberately relate to each other, individuals who share a feeling of reason inside the group to accomplish a typical undertaking, individuals who depend on each other to have the capacity to finish the normal assignment, individuals who impart, impact, and associate with each other during the time spent progressing in the direction of the basic errand, and individuals who act in solidarity, practically like a solitary living being.
Reference:
http://cu.learninghouse.com/pluginfile.php/448845/mod_resource/content/1/Cleveland_Blascovich_Gangi_Finez.full.pdf
Discussion 2
Introduction
The assertion by Finez et al. (2011) that superior performers may not be good team members is true. At any given time, teams which have predominant colleagues don't have great cooperation in light of the fact that different individuals from the group look up to superior performers for solutions
(Finez et al., 2011)
. While working as a research assistant for FYT advisors, I saw a circumstance where predominant entertainers couldn't be great colleagues.
Discussion
I was working for FYT experts as a research assistant in 2014 in a group of five individuals. Our work as a group was to lead centered gathering talks in a specific region. Two of the colleagues would direct a FGD while whatever is left of the individuals took notes. We had one of the partners who had more experience than e.
Foundations of individual and group behaviour
Motivation
Motivation theories
Motivational techniques
Job satisfaction
Job enrichment
Leadership
Types and theories of leadership
Communication
Process of communication
Barrier in communication
Effective communication
Communication and IT.
EFFECTIVE SKILLS FOR TEAM BUILDING
Group Agreements
Learning Objectives
Definition
Resistance to Teams in Organizations
Team Development, Behaviors and Performance
Effective and Ineffective Teams
Team Decision Making and Consensus Building
Questions and Comments
Today’s Agenda
ALL IDEAS AND POINTS OF VIEW HAVE VALUE
You may hear something you do not agree with or you think is "silly" or "wrong." Please remember that one of the goals of this meeting is to share ideas. All ideas have value in this setting. Also share YOUR ideas and thoughts and avoid editorials of another colleague’s comments.
SAFE SPACE
What is shared and discussed with one another should “stay here” – apart from ideas and solutions that will help your own work and agency.
USE COMMON CONVERSATIONAL COURTESY
Please don't interrupt; use appropriate language, avoid third party/ side bar discussions, etc.
Group Agreements
HUMOR IS WELCOME
BUT humor should never be at someone else's expense.
HONOR TIME
We have an ambitious agenda, so it will be important to follow the time guidelines for the next two days.
CELL PHONE / TEXTING / E-MAIL COURTESY
Please turn cell phones, or any other communication item with an on/off switch to “silent. If you need to respond, kindly step outside
BE COMFORTABLE
Please feel free to take personal breaks as needed
ANY OTHERS AGREEMENTS TO ADD?
Group Agreements
To gain a greater understanding of how teams develop, behave and perform.To utilize this knowledge to develop high performing teams in centers and programs.
Learning Objective
TEAM BUILDING
Group: A collection of two or more interacting individuals with a stable pattern of relationships among them, who share common goals and who perceive themselves as being a group.
Essentials of a groupSocial interactionStable structureCommon interestsPerceive themselves as part of group
Team: A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.
This definition highlights the essentials of a team or in other words the team basics. Here the focus or emphasis is on three characteristics – small number, complementary skills and commitment. These are what basically differentiates a team from a group and makes a team something much more productive and result oriented than a group. We shall analyze them:Small number – five to ten peopleComplementary skills – appropriate balance or mix of skills and traitsCommitment to a common purpose and performance goals – specific performance goals are an integral part of the purpose.Commitment to a common approach – team members must agree on who will do a particular job & develop a common approach.Mutual accountability – at its core, team accountability is about the sincere promises we make to others & ourselves – commitment & trust.
DIFFERENCE BETWEEN A GROUP AND TEAM
GROUPStrong, clearly focus ...
Conflict refers to disagreement over goals & means to be adopted to attain them.
According to Austin David – It is a disagreement between two or more individuals or groups, with each individual or group trying to gain acceptance of its view or objectives over others.
Types of Conflicts are:
\Intra personal
Inter personal
Inter group
Conflict Management Steps are:
Diagnosing the issue
Open communication
Explaining logic
Research for fact
Objective oriented
Open-minded approach
Understanding legal &
ethical steps
Conflict Resolution Strategies are:
Avoiding
Accommodating
Compromising
Competing
Collaborating
Conflict refers to disagreement over goals & means to be adopted to attain them.
According to Austin David – It is a disagreement between two or more individuals or groups, with each individual or group trying to gain acceptance of its view or objectives over others.
Conflict Resolution through: Avoiding
Accommodating
Compromising
Competing
Collaborating
RUNNING HEAD: Intrinsic and Extrinsic Motivation
Intrinsic and Extrinsic Motivation
March 6, 2015
Mgmt 340
According to Dan Pink (TED video, Week 4) and Ryan & Deci (2000), how do intrinsic and extrinsic motivation differ?
Initially, motivation can be intrinsic or extrinsic. Intrinsic motivation is the point at which you need to do something. Extrinsic motivation is the point at which another person tries to make you do something. Besides, there is sure and negative motivation. Positive motivation is the point at which you need to get something - motivation towards some objective. Negative motivation is far from something you need to evade. The impacts of outside interventions on intrinsic motivation have been credited to two mental methodologies:
· Impaired self-determination: At the point when people see an outside mediation to decrease their determination toward oneself, they substitute intrinsic motivation by extrinsic control. The locus of control movements from within to the outside of the individual influenced. People, who are compelled to carry on in a particular manner by outside mediation, feel over justified in the event that they kept up their intrinsic motivation.
· Impaired self-esteem: At the point when a mediation from outside conveys the idea that the performer's motivation is not recognized, his or her intrinsic motivation is adequately dismisses. The individual influenced feels that his or her association and fitness is not refreshing which spoils its esteem. An intrinsically propelled individual is taken away the risk to show his or her own advantage and inclusion in an action when another person offers a prize, or orders, to attempt it. As an aftereffect of impeded respect toward oneself, people diminish exertion (Vliert, 2003).
According to the researchers (Dan Pink; Ryan & Deci) these facts are considered for intrinsic motivation over extrinsic motivation:
· External interventions swarm out intrinsic motivation if the people influenced see them to be controlling. All things considered, both determination toward oneself and respect toward oneself endure, and the people respond by lessening their intrinsic motivation in the action controlled.
· External interventions pack in intrinsic motivation if the people concerned see it as steady. All things considered, respect toward oneself is encouraged, and people feel that they are given more opportunity to act, along these lines augmenting determination toward oneself. To be roused intends to be moved to do something. To be motivated, stimulated, or enacted.
The marvel of motivation is multifaceted - indicated through the way that individuals have distinctive sums and sorts of motivation inside the same connection, and that, moreover, sums and sorts of motivation vary for one single person over the a wide range of encounters his or her life is comprised of. The impulse behind this qualification is vital: you need understudies to act naturally spurred..
Similar to Polarity_Paper_Cherry_Focht_1362723030+(1) (20)
RUNNING HEAD Intrinsic and Extrinsic Motivation.docx
Polarity_Paper_Cherry_Focht_1362723030+(1)
1. Running Head: Individual vs. Team 1
Managing Individual vs. Team Polarities
Cherry Focht
GB500-02N
2. Individual vs. Team 2
Managing Individual vs. Team Polarities
Polarities and Polarity Management
Polarities are constant forces that pull in opposite directions (Noll, para.7). Despite their
nature of being opposing powers, they are as mutually dependent as inhaling and exhaling (Noll,
para. 3). According to Johnson, DelPol and Jacobs (2013), “polarities are unavoidable,
unsolvable, and indestructible”. They must be managed in a way that benefits both the general
and the specific needs of the company. Ignoring one aspect for too long will be detrimental to the
other and damage the well-being the overall entity.
Larry Hirschhorn (2001) believes there are six polarities in any development project:
1. Take account of the big picture of the project versus pay attention to the details.
2. Help team members advance a project versus help team members shut down a
project.
3. Play a supporting role to enable the project leader to lead versus provides project
leadership.
4. Be responsible for the outcomes of a particular project versus be responsible for
the outcomes of the company’s portfolio of projects.
5. Get resources for the team from the functional groups versus protect the
functional groups from excessive demands on their time, attention and resources.
6. Focus on the context of the project versus focus on the demands of the project
itself.
3. Individual vs. Team 3
The third polarity translates into individual versus team. This is a common struggle for
many teams. For some it can be difficult to stay only with the tasks assigned and want to take
over the project. Other team members may withdraw from more aggressive team members and
silently resent or just relinquish control. Aggressive team members may interrupt when a team
member is slow to respond because they are impatient or know the answer. Meeker team
members may concede when the team makes a decision she does not agree with, not wanting to
force her will upon the group. For example, a team member may want to be more aggressive in
managing the company with office expansion and marketing but not speak up because does not
feel empowered. However, not sharing opinions can hurt the group’s outcome. Not speaking up
can be just as detrimental to teamwork as being overly aggressive.
4. Individual vs. Team 4
The Polarity Map
Collaboration
Well rounded ideas
Multifaceted input
Impartial Actions
Shared goals
Teamwork
Supportive
Lack of creativity
No initiative
Flat perspective
Rigidity
Loss of individuality
Slow decisions
No team support
Conflicting goals
Lack of cohesiveness
Seclusion
No interaction
Stalled
Autonomy
Individual ideas
Creative input
Unique perspective
No restrictions
Flexibility
Quick decisions
Competitive Advantage
Deadlock
Individual Team&
Negative
effects from
excessive
focus on
individual
Negative
effects from
excessive
focus on
team
Positive
effects of
individual
focus
Positive
effects of
team focus
5. Individual vs. Team 5
Applying Polarity Management to your top management team
I would present the issue of polarity management with two important topics:
1. A Polarity is a problem that cannot be solved.
2. Proper management of polarities is a skill that can give great results to chronic problems.
Being a good team player while exercising individuality requires strong interpersonal
communications. The management team needs to understand that group efforts combined with
recognition of individual talents and experience create an effective harmony that will generate
the most productive results. The following techniques will facilitate teamwork and individual
input.
Use the information given to assess team members and learn about their skills and
experience.
Respect that other team members may have valuable input.
Respect group decisions.
Speak up when you have educated information to offer.
Allow others to voice opinions.
Do not guess unless the group agrees to do so.
Use a democratic approach to make decisions.
Do not belittle other team members in any way.
Offer encouragement and support to team members who rarely offer input.
Take a breath before responding if offended.
Be empathetic, sympathetic and assertive.
6. Individual vs. Team 6
Management typically views conflicts between individuals and teams as stressful,
negative situations that many would rather ignore than deal with. Discourse between groups can
drain productivity, increase turnover, and create resentment. However, a polarity can have
positive or negative effects on a team. It does not have to control the situation. According to Noll
(2002), “good polarity management requires us to know how to talk to our opposition and to
mediate between opposites.”
7. Individual vs. Team 7
References
Hirschhorn, L. L. (2001). Manage Polarities Before They Manage You. Research Technology
Management, 44,12-15.
Noll, D. E. (2002). Some conflicts can only be managed, not resolved. Business Journal Serving
Fresno & The Central San Joaquin Valley, (322906), 10.
Johnson, B., DePol, L. and Jacobs, J. (2013). Polarity partnerships. Retrieved from
http://www.polaritypartnerships.com/
Welp, M. (n.d.). Polarity mapping worksheet. Retrieved from
http://www.equalvoice.com/polrty_map_wrksht.pdf