1. TEAM DEVELOPMENT
Cooperation and Competition
Managing Conflict
Power and Social Influence
Situational Leadership
Group and Team Facilitation
February 26, 2015

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?
 Conflict is bad and
should be avoided
 Team members
misunderstanding one
another causes conflict.
 All conflicts can be
resolved to everyone’s
satisfaction.
 False – conflict is a normal
part of a teams’ life
 False – conflict is when people
perceive others have taken
actions that have a negative
effect on their interests
 False – some conflicts cannot
be resolved; however
agreement can usually be
reached about task issues;
agreements about relationship
issues often remain unless the
relationship is redefined.
The nature of conflict True or False?

5. SOURCES OF CONFLICT
 Focused on task issues
 Legitimate differences
of opinion about the
task
 Differences in values
and perspectives
 Difference expectations
about the impact of
decisions
 Competition over power,
rewards, and resources
 Conflict between
individual and group goals
 Poorly run team meetings
 Personal grudges from the
past
 Faulty communications
Healthy Conflict Unhealthy Conflict

6. CONFLICT RESOLUTION
APPROACHES
Confrontation
Compromise
Collaboration
Avoidance Accommodation
high
Assertiveness
Cooperativeness
low high

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

13. LEADERSHIP IN TEAMS

14. SITUATIONAL LEADERSHIPSupportingBehavior
Directive Behavior
low high
high

15. SITUATIONAL LEADERSHIP
BEHAVIORSSupportingBehavior
Directive Behavior
low high
high
S1
S2S3
S4

16. DEVELOPMENT LEVEL OF THE
FOLLOWER
Competence = Knowledge and Skills
Commitment = Motivation and Confidence