Case
Case Discussion
Discussion
What was the role of the core team of cross-
functional executives set up by Art Beaumont?
Did this team possess the requisite skills?
What was the role of the project leader of the core
team? How did Art Beaumont choose his project
leader? Was this the right choice?
What is the transition in the organizational culture
as articulated by Art Beaumont? Why did
Beaumont use cross-functional teams? Did he
achieve the objective that he wanted to achieve in
Intenscare project?
Case
Case Discussion
Discussion
What is the Intenscare product? How strategically important
was the launch of this product for Medisys?
What was the problem mentioned in O’Brien’s email to
Fogel? How did this problem impact the entire project? How
does resource mobilisation impact team performance?
What are the characteristics of Intenscare project from the
perspective of managing the project team? What would be
the repercussions of any major problems in product design?
What was Merz’s problem if there was a delay in product
design?
Case
Case Discussion
Discussion
What does Valerie Merz think about her product
team? What was the major problem she faced
while handing the P&L responsibilities for
Intenscare?
How was evaluation carried out while carrying
out parallel development? What impact would
this have on the management style of managers
according to Beaumont?
Case
Case Discussion
Discussion
How did Intenscare perform as a project ? What
were the competing goals for Intenscare?
Did Beaumont’s hand-picked team realize the
strategic importance of getting Intenscare to the
market in time? Who amongst the team members
realized this?
Were adequate resources provided to this team?
What was missing? What was the one major
drawback of this team?
Case
Case Discussion
Discussion
What forces are impacting the Intenscare team’s
behaviour, culture and outcome? If you were
Valerie Merz what will you do?
What was Bret O’Brien’s understanding of the
roles and responsibilities of the team members?
What was his complaint about his team
members? Do you support his stand about
Valerie Merz?
Case
Case Discussion
Discussion
What was the problem faced by Deepak
Mukherjee? What was Karen Baio’s perspective
on this problem? Which of these professionals
will you support and why?
If you are Valerie Merz, what is the way forward
for Intenscare? What resources will you provide
for this team and how will you resolve the
conflict?
Teams
Teams face
face many
many challenges:
challenges:
Complex technology, fierce completion and
speedy development and financial pressures etc.,
teams are an obvious choice and particularly
cross-functional teams. Individual team members
will have to rise above their own functional
expertise and learn to use others’ expertise as
well.
Professional work brings tacit standards often
unique to one’s own discipline and members
need to know how differing judgments merge into
a business decision.
Teams
Teams face
face many
many challenges:
challenges:
Teams are supposed to be the point of
integration but how do you make decisions when:
Functional goals and responsibilities differ
Values & core beliefs and assumptions about
objectives differ
Team managers are no longer controllers or sole
decision-makers or integrators of teams, and
when they need to be enablers of teams
What
What should
should team
team members
members do?
do?
Explore other’s point of view using inquiry rather
than adversarial behaviours
Influence others through reference to interests
Distinguish between task conflict and emotional
conflict
Confront and use conflicts productively
Recognize and overcome identity threats that
cause sub-optimal individual behaviours & team
interactions
How
How can
can Teams
Teams create
create good
good processes?
processes?
Set up a team in the first few minutes for success
Motivate high commitment
Create, sustain, and renew an environment of
trust and openness
Manage conflicts
Designing
Designing team
team structure
structure to
to motivate
motivate
achievement
achievement ofof team
team goals:
goals:
Create compelling direction for teams
Create enabling structures and systems to
support teams (for instance performance
appraisal should focus on teams and functional
goals and development of team attitudes and
behaviours on the part of functional heads)
Set up teams with right mix and size to foster
genuine integration of the right expertise
Provide coaching for teams on how to work
effectively
What
What is
is aa conflict?
conflict?
A conflict is a process which occurs when one
party has negatively affected or is about to
negatively affect something that the first party
cares about.
Is a certain point in an on-going activity, when
interaction “crosses over” to become an inter-
party conflict
Different
Different types
types of
of conflicts
conflicts in
in organizations
organizations
Conflicts arise due to :
- Incompatibility of goals
- Differences over interpretation of facts
- Disagreements based on behavioral
expectations
Causes
Causes of
of conflicts
conflicts
Poor communication
Lack of openness
Failure to respond to employee needs &
expectations
Transitions
Transitions in
in Conflict
Conflict Thought
Thought
The traditional view
All conflict is harmful and must be avoided
The human relations view
Conflict is natural and inevitable in any group
so accept it
The interactionist view
It is a positive force and absolutely necessary
for a group to perform effectively
Functional
Functional vs.
vs. Dysfunctional
Dysfunctional Conflict
Conflict
Functional = supports the goals of the group and
improves its performance
Dysfunctional = hinders group performance
Task conflicts occur over content and goals of
the group
Relationship conflicts occur over interpersonal
relationships
Process conflicts occur how work gets done
Types
Types of
of conflicts
conflicts
Inter-personal conflict – conflict between two or
more people
Intra-personal conflict – conflict arising within an
individual – Intra-personal conflict can be inter-
role conflict & intra-role conflict
Inter-role conflict – when a person experiences
conflict amongst different roles that he expected
to assume.
Intra-role conflict – when a person experiences
conflict due to ambiguity in understanding role
expectations, role overload etc.
The
The Conflict
Conflict Process
Process
Stage
Stage II :: Potential
Potential Opposition
Opposition or
or Incompability
Incompability
Communication
- Semantic difficulties, misunderstandings &
“noise”
Structure
- size & specialization of jobs
- jurisdictional clarity/ambiguity
- Member/ goal incompatibility
- Leadership styles (close/participative)
- Reward systems (Win-lose)
- Dependence/inter-dependence of groups
Personal variables
-- Differing individual value systems
- Personality types
Stage
Stage IIII :: Cognition
Cognition && Personalization
Personalization
Perceived Conflict
Awareness by one or more parties of the existence of
conditions that create opportunities for conflict to arise.
Felt Conflict
Emotional involvement in a conflict creating anxiety,
tenseness, frustration, or hostility.
Conflict
ConflictDefinition
Definition
Negative
NegativeEmotions
Emotions Positive
PositiveFeelings
Feelings
Stage
Stage III
III :: Intentions
Intentions
Intentions
Decisions to act in a given way.
Cooperativeness: Attempting to satisfy the other
party’s concerns
Assertiveness: Attempting to satisfy one’s own
concerns
Stage
Stage III:
III: Intentions
Intentions (Contd.)
(Contd.)
Competing
A desire to satisfy one’s interests, regardless of the
impact on the other party to the conflict.
Collaborating
A situation in which the parties to a conflict each
desire to satisfy fully the concerns of all parties.
Avoiding
The desire to withdraw from or suppress a conflict.
Stage
Stage III:
III: Intentions
Intentions (Contd.)
(Contd.)
Accommodating
The willingness of one party in a conflict to place the
opponent’s interests above his or her own.
Compromising
A situation in which each party to a conflict is willing
to give up something.
Stage
Stage IV:
IV: Behavior
Behavior
Conflict Management
The use of resolution and stimulation techniques to
achieve the desired level of conflict
Stage
Stage V:
V: Outcomes
Outcomes
Functional Outcomes from Conflict
Increased group performance
Improved quality of decisions
Stimulation of creativity and innovation
Encouragement of interest and curiosity
Provision of a medium for problem-solving
Creation of an environment for self-evaluation and
change
Creating Functional Conflict
Reward dissent and punish conflict avoiders.
Stage
Stage V:
V: Outcomes
Outcomes
Dysfunctional Outcomes from Conflict
– Development of discontent
– Reduced group effectiveness
– Retarded communication
– Reduced group cohesiveness
– Infighting among group members overcomes group
goals
14–26
Dimensions
Dimensions of
of Conflict-Handling
Conflict-Handling Intentions
Intentions
Conflict-Handling
Conflict-Handling Intention:
Intention: Competition
Competition
When quick, decisive action is vital (in
emergencies); on important issues.
Where unpopular actions need implementing (in
cost cutting, enforcing unpopular rules,
discipline).
On issues vital to the organization’s welfare.
When you know you’re right.
Against people who take advantage of
noncompetitive behavior.
14–28
Conflict-Handling
Conflict-Handling Intention:
Intention: Collaboration
Collaboration
To find an integrative solution when both sets of
concerns are too important to be compromised.
When your objective is to learn.
To merge insights from people with different
perspectives.
To gain commitment by incorporating concerns
into a consensus.
To work through feelings that have interfered
with a relationship.
14–29
Conflict-Handling
Conflict-Handling Intention:
Intention: Avoidance
Avoidance
When an issue is trivial, or more important issues
are pressing.
When you perceive no chance of satisfying your
concerns.
When potential disruption outweighs the benefits
of resolution.
To let people cool down and regain perspective.
When gathering information supersedes
immediate decision.
When others can resolve the conflict effectively
When issues seem tangential or symptomatic of
other issues.
14–30
Conflict-Handling
Conflict-Handling Intention:
Intention: Accommodation
Accommodation
When you find you’re wrong and to allow a better
position to be heard.
To learn, and to show your reasonableness.
When issues are more important to others than to
yourself and to satisfy others and maintain
cooperation.
To build social credits for later issues.
To minimize loss when outmatched and losing.
When harmony and stability are especially
important.
To allow employees to develop by learning from
mistakes.
14–31
Conflict-Handling
Conflict-Handling Intention:
Intention: Compromise
Compromise
When goals are important but not worth the effort
of potential disruption of more assertive
approaches.
When opponents with equal power are committed
to mutually exclusive goals.
To achieve temporary settlements to complex
issues.
To arrive at expedient solutions under time
pressure.
As a backup when collaboration or competition is
unsuccessful.
14–32
Summary
Summary and
and Implications
Implications for
for Managers
Managers
Conflict can be either constructive or destructive to the
functioning of a group.
An optimal level of conflict: prevents stagnation,
stimulates creativity, releases tension and initiates the
seeds for change
Inadequate or excessive levels of conflict can hinder
group effectiveness.
Don’t assume there's one conflict-handling intention that
is always best.
Use competition when quick, decisive action is vital
Use collaboration to find an integrative solution
Use avoidance when an issue is trivial
Use accommodation when you find you’re wrong
Use compromise when goals are important
Conflict
Conflict and
and Unit
Unit Performance
Performance
Conflict
Conflict Management
Management
Clarifying Confusion About Conflict
Conflict is when two or more values, perspectives
and opinions are contradictory in nature and
haven't been aligned or agreed about yet,
including:
1. Within yourself when you're not living
according to your values;
2. When your values and perspectives are
threatened;
Conflict
Conflict Management
Management
3. Discomfort from fear of the unknown or
from lack of fulfillment.
Conflict is inevitable and often good, for
example, good teams always go through a
"form, storm, norm and perform" period.
Getting the most out of diversity means
often-contradictory values, perspectives
and opinions.
Conflict
Conflict Management
Management
Conflict is often needed. It:
1. Helps to raise and address problems.
2. Energizes work to be on the most
appropriate issues.
3. Helps people "be real", for example, it
motivates them to participate.
4. Helps people learn how to recognize and
benefit from their differences.
Conflict is not the same as discomfort. The
conflict isn't the problem - it is when
conflict is poorly managed that is the
problem.
Conflict
Conflict Management
Management
Conflict is a problem when it:
1. Hampers productivity.
2. Lowers morale.
3. Causes more and continued conflicts.
4. Causes inappropriate behaviors.
Conflict
Conflict Management
Management
Types of Managerial Actions that Cause
Workplace Conflicts
1. Poor communications
- Employees experience continuing
surprises, they aren't informed of new
decisions, programs, etc.
- Employees don't understand reasons for
decisions, they aren't involved in
decision-making.
- As a result, employees trust the "rumor
mill" more than management.
Conflict
Conflict Management
Management
2. The alignment or the amount of
resources is insufficient. There is:
- Disagreement about "who does what".
- Stress from working with inadequate
resources.
3. "Personal chemistry", including
conflicting values or actions among
managers and employees, for example:
- Strong personal natures don't match.
- We often don't like in others what we
don't like in ourselves.
Conflict
Conflict Management
Management
4. Leadership problems, including
inconsistent, missing, too-strong or
uninformed leadership (at any level in the
organization), evidenced by:
- Avoiding conflict, "passing the buck"
with little follow-through on decisions.
- Employees see the same continued
issues in the workplace.
- Supervisors don't understand the jobs of
their subordinates.
Conflict
Conflict Management
Management
Key Managerial Actions / Structures to Minimize
Conflicts
1. Regularly review job descriptions. Get your
employee's input to them. Write down and date
job descriptions. Ensure:
- Job roles don't conflict.
- No tasks "fall in a crack".
Conflict
Conflict Management
Management
2. Intentionally build relationships with all
subordinates.
- Meet at least once a month alone with
them in office.
- Ask about accomplishments, challenges
and issues.
3. Get regular, written status reports and
include:
- Accomplishments.
- Currents issues and needs from
management.
- Plans for the upcoming period.
Conflict
Conflict Management
Management
4. Conduct basic training about:
- Interpersonal communications.
- Conflict management.
- Delegation.
5. Develop procedures for routine tasks
and include the employees' input.
- Have employees write procedures when
possible and appropriate.
- Get employees' review of the procedures.
- Distribute the procedures.
- Train employees about the procedures.
Conflict
Conflict Management
Management
6. Regularly hold management meetings, for
example, every month, to communicate new
initiatives and status of current programs.
7. Consider an anonymous suggestion box in
which employees can provide suggestions.
Conflict
Conflict Management
Management
Ways People Deal With Conflict
There is no one best way to deal with
conflict. It depends on the current
situation. Here are the major ways that
people use to deal with conflict.
1. Avoid it. Pretend it is not there or ignore
it.
- Use it when it simply is not worth the
effort to argue. Usually this approach
tends to worsen the conflict over time.
Conflict
Conflict Management
Management
2. Accommodate it. Give in to others,
sometimes to the extent that you
compromise yourself.
- Use this approach very sparingly and
infrequently, for example, in situations
when you know that you will have another
more useful approach in the very
near future. Usually this approach tends to
worsen the conflict over time, and
causes conflicts within yourself.
Conflict
Conflict Management
Management
3. Competing. Work to get your way, rather than
clarifying and addressing the issue. Competitors
love accommodators.
- Use when you have a very strong conviction
about your position
Conflict
Conflict Management
Management
Compromising. Mutual give-and-take.
- Use when the goal is to get past the
issue and move on.
5. Collaborating. Focus on working
together.
- Use when the goal is to meet as many
current needs as possible by using mutual
resources. This approach sometimes
raises new mutual needs.
- Use when the goal is to cultivate
ownership and commitment.
Conflict
Conflict Management
Management
To Manage a Conflict Within Yourself - "Core
Process"
It's often in the trying that we find solace, not in
getting the best solution. The following steps will
help you in this regard.
1. Name the conflict, or identify the issue,
including what you want that you aren't getting.
Conflict
Conflict Management
Management
Consider:
- Writing your thoughts down to come to a
conclusion.
- Talk to someone, including asking them to help
you summarize the conflict in 5
sentences or less.
Conflict
Conflict Management
Management
2. Get perspective by discussing the issue with
your friend or by putting it down in writing.
Consider:
- How important is this issue?
- Does the issue seem worse because you're
tired, angry at something else, etc.?
- What's your role in this issue?
Conflict
Conflict Management
Management
3. Pick at least one thing you can do about
the conflict.
- Identify at least three courses of action.
- For each course, write at least three pros
and cons.
- Select an action - if there is no clear
course of action, pick the alternative that
will not hurt, or be least hurtful, to yourself
and others.
- Briefly discuss that course of action with
a friend.
Conflict
Conflict Management
Management
4. Then do something.
- Wait at least a day before you do anything about
the conflict. This gives you
- cooling off period.
- Then take an action.
- Have in your own mind, a date when you will act
again if you see no clear
improvement.
Conflict
Conflict Management
Management
To Manage a Conflict With Another - "Core
Process"
1. Know what you don't like about
yourself, early on in your career. We often
don't like in others what we don't want to
see in ourselves.
- Write down 5 traits that really bug you
when see them in others.
- Be aware that these traits are your "hot
buttons".
Conflict
Conflict Management
Management
Manage yourself. If you and/or the other
person are getting heated up, then
manage yourself to stay calm by
- Speaking to the person as if the other
person is not heated up - this can be very
effective!
- Avoid use of the word "you" - this avoids
blaming.
- Nod your head to assure them you heard
them.
- Maintain eye contact with them.
Conflict
Conflict Management
Management
Move the discussion to a private area, if possible.
4. Give the other person time to vent.
- Don't interrupt them or judge what they are
saying.
Conflict
Conflict Management
Management
Verify that you're accurately hearing each other.
When they are done speaking:}
- Ask the other person to let you rephrase
(uninterrupted) what you are hearing from
them to ensure you are hearing them.
- To understand them more, ask open-ended
questions. Avoid "why" questions -
those questions often make people feel
defensive.
Conflict
Conflict Management
Management
. Repeat the above step, this time for them
to verify that they are hearing you. When
you present your position
- Use "I", not "you".
- Talk in terms of the present as much as
possible.
- Mention your feelings.
7. Acknowledge where you disagree and
where you agree.
Conflict
Conflict Management
Management
8.Work the issue, not the person. When they
are convinced that you understand them:
- Ask "What can we do fix the problem?"
They will likely begin to complain again.
Then ask the same question. Focus on
actions they can do, too.
9. If possible, identify at least one action that
can be done by one or both of you.
- Ask the other person if they will support
the action.
- If they will not, then ask for a "cooling off
period".
Conflict
Conflict Management
Management
10. Thank the person for working with you.
11. If the situation remains a conflict, then:
- Conclude if the other person's behavior
conflicts with policies and procedures in
the workplace and if so, present the issue to your
supervisor.
- Consider whether to agree to disagree.
- Consider seeking a third party to mediate.
Watch
Watch Richard
Richard J.
J. Hackman
Hackman on
on Teams
Teams
https://www.youtube.com/watch?
v=mLuDJV_mTBw
Case
Case situation…
situation…
Upset by a delay in the delivery of one of your
products, a long-time buyer threatens to turn to
the media unless you meet his extreme demands.
Not only is the relationship in jeopardy, but your
company’s reputation seems to be as well. What
should you do? Turn to some tried and true
hostage negotiation strategies.
Before you dismiss such life-and-death situations
as irrelevant to your professional career,
consider the lessons that hostage negotiators
have derived from their experiences:
Visit : https://www.pon.harvard.edu/daily/conflict-
resolution/hostage-negotiation-tips-for-business-negotiators/
Case
Case situation…
situation…
Sooner or later, every negotiator faces
threats at the bargaining table. How should you
respond when the other side threatens to walk
away, file a lawsuit, or damage your reputation?
These negotiation tips will help.
Direct counterattacks are rarely the answer. Your
threats may not be as powerful or credible as the
other side’s, or they could launch an
uncontrollable spiral of conflict. Alternatively, you
might be tempted to immediately concede to your
opponent’s demands, but that would only
reinforce his domineering tactics.
What will your response be to resolve conflict?
Visit : https://www.pon.harvard.edu/daily/conflict-resolution/how-to-deal-with-threats/
Watch
Watch this
this on
on Conflict
Conflict resolution…
resolution…
https://hbr.org/video/5542728022001/whiteboard-s
ession-clashing-with-a-coworker-heres-what-to-d
o
https://hbr.org/video/2226924259001/get-
comfortable-with-team-conflict
