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Virtual Teams?
VIRTUAL TEAMS, MULTI-CULTURAL Also known as a geographically dispersed team, is
TEAMS & CONFLICTS a group of individuals who work across
time,
space and,
organizationalboundaries with links strengthened by
webs of communication technology.
Examples: teams across regions
IGP Session 9
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Communications and Distance Allen’s curve
Next Door
Likely to communicate weekly
Same Aisle
Rare to communicate weekly
Different floor or across the globe
Slim chance of communicating weekly
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Virtual Teams: Issues Conflicts: Types
Trust Task conflicts
Disagreement over the goal of a task or project or what you
are trying to achieve
Communication
◼ What are you trying to do?
Conflict Examples:
◼ Agenda for a staff meeting
Issues ◼ How the success of a new initiatives should be defined or measured?
◼ Whether to prioritize revenue or customer satisfaction?
◼ Whether the customers or employees should come first?
Accountability Positively associated with decision quality, commitment (Amason,
Skills 1996; Parayitam and Dooley, 2007).
Gallo, A. (2017). HBR guide to dealing with conflict.
Monalisa, M., Daim, T., Mirani, F., Dash, P., Khamis, R., & Bhusari, V. (2008). Managing global design teams. Research Technology Management,
51(4), 48–59.
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Conflicts: Types Conflicts: Types
Relationship conflict (Interpersonal or affective conflict) Process conflicts
A clash of personalities. How to carry out a project, the means or process you use
◼ When one or both of you feel disrespected or hurt? to reach your goal
Examples ◼ How you’re doing it?
◼ Snapping at each other in meetings Examples
◼ Exchanging snarky emails
◼ How to implement a new HR policy?
◼ Interrupting, or talking over, a colleague in a meeting
◼ How decision should be made in a meeting?
◼ Arguing over who’s right and who’s wrong
◼ How quickly a project should be completed?
Negatively associated with decision quality, group member
◼ Who should be consulted and included in the project?
satisfaction and commitment (Amason, 1996; Jehn and Mannix, 2001)
Negatively affects performance (Jehn and Mannix, 2001)
Gallo, A. (2017). HBR guide to dealing with conflict. Bendersky, C., & Hays, N. A. (2012). Status conflict in groups. Organization Science, 23(2),
323-340.
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Conflicts: Types Managing Multicultural Teams
Status conflict
Disputes over relative status positions in group’s social Adaptation
hierarchy.
◼ Who’s in charge or who deserves credit for the work?
Structural Intervention
Examples Managerial Intervention
◼ Competing to run a high profile project Exit
◼ Arguing over or dominating shared resources
◼ Competing for status symbols like corner office, latest technology, or
an assistant
◼ Jockeying for leadership, especially in a team without a formal
leader
Negatively affects performance (Bendersky & Hays, 2012)
Bendersky, C., & Hays, N. A. (2012). Status conflict in groups. Organization Science, 23(2),
323-340.
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References
Amason, A. 1996. Distinguishing the effects of functional and dysfunctional conflict
on strategic decision making: Resolving a paradox for top management teams.
Acad. Management J. 39(1) 123–148.
Bendersky, C., & Hays, N. A. (2012). Status conflict in groups. Organization
Science, 23(2), 323-340.
Bhusari, Vijay, Mitali Monalisa, Rabah Khamis, Fahim Mirani, and Pranabesh Dash.
"Managing global design teams." In Management of Engineering and Technology,
Portland International Center for, pp. 1356-1371. IEEE, 2007.
Cohen, S. G., & Bailey, D. E. (1997). What makes teams work: Group effectiveness
research from the shop floor to the executive suite. Journal of management, 23(3),
239-290.
Gallo, A. (2017). HBR guide to dealing with conflict. Harvard Press, Boston.
Jehn, K. A., E. A. Mannix. 2001. The dynamic nature of conflict: A longitudinal study
of intragroup conflict and group performance. Acad. Management J. 44(2) 238–
251
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