Conflict and Teaming Across Distance and Culture Flashcards
(20 cards)
Types of Conflict
Relationship - A Type
Task - C Type
Process
Relationship Conflict - A Type
Disagreements based on personal and social issues that are not related to work
Task Conflict - C Type
Disagreements about the work that is being done in the group
Process Conflict
Centers on task strategy and delegation of duties and resources
Proportional Conflict Composition
How much of each type of conflict does the team experience?
Perceptual Conflict Composition
Differences in opinion regarding whether conflict exisits
How Top Performing Teams Manage Conflict
Limit Process and Relationship Conflict
Ways to Respond to Task Conflict
Interests
Rights
Power
Interest-Based Approach
Based on learning about the needs, desires, & concerns of the counterparty
Rights-Based Approach
Based on existing standards of fairness including precedent, law, rules, and procedures
Power-Based Approach
Based on threats, attacks on character, intimidation, use of rank/status
Same Place, Same Time Team Interaction
Face-to-Face
Same Place, Different Time Team Interaction
Facebook
Single-text editing Dropbox
Shift Work
Different Place, Same Time Team Interaction
Telephone
Videoconference
Skype
Different Place, Different Time Team Interaction
Text Message
E-mail
Voice Mail
Strengths of Face-to-Face Communication
Easy and provides information you may not get otherwise
Provides non-verbal cues that facilitate social interactions
Development of rapport through non/para-verbals
Allows for instant clarification and reality testing
When Face-to-Face Interaction is Best
Ensure adequate understanding of complex problems When group forms When key decisions are needed To resolve conflicts To build and maintain trust
Disadvantages to Teaming in Different Places
Loss of informal communications
Limits coaching and learning from others
Feedback no longer spontaneous
Out of sight, out of mind
Best Practices for Virtual Teams
Few members who already know each other
Couple of members well-connected outside of group
Get volunteers
Shared online workspace and place to get to know each other online
Meaningful/important work
Wageman’s Conflict Intervention Model Principles
Team (re)Design has the largest effects
After team is well designed, leader should begin coaching the team
Coaching about conflict may engender resistance relative to discussions about motivation, strategy, or leveraging talent in the team
Changing individuals will have greatest impact only after team design and team processes are addressed
