Team Building

Tuesday, August 1, 2017

Conflict Management

Conflict Is Natural

When two or more people deal with each other, work with each other and discuss with each other to find a common outcome (decision, solution, objective, aim, process, answer etc), do not be surprised if there is a conflict among the people concerned.
Conflict is natural to start with as each individual is different and unique.
Each individual's HSoftware (values, knowledge base, paradigms and motivation level/will power) is different and therefore, when more people are involved in any activity and if those people are a bit involved in the activity, we are experiencing many values, knowledge bases, many paradigms and many different levels of motivation interacting with each other and trying to fight with each other to gain the ground and if process of sorting out the differences is not found and used, the conflict will sustain. (It will be a good idea to read Mr Shyam Bhatawdekar's book titled "HSoftware (Human Software) (The Only Key to Higher Effectiveness)". You can get it online from Amazon as an eBook as well as a paperback).

(For additional related material, you may also like to refer URLs: http://humansoftware.blogspot.com/)

Conflict Spiral

Aggravation of conflict is a four stage process:

Since their values, knowledge levels, paradigms and motivation levels do not match with each other, they insist: "mine is right".
Then they do not listen to each other.
They become rigid and start blaming.
They get angry and angrier and the above-mentioned three steps keep repeating and the solution is not reached.

Conflict Resolution Process

A process will have to be worked out among the participants of the conflict to resolve the conflict. Process will include sharing knowledge on the subject, listening, accepting the better outcome if convinced and thus coming to a consensus or agreement. The process will have to be allowed the time it may require.
This will mean:

1. Break conflict spiral by
- controlling who is speaking
- controlling what is being said

2. Gain cooperation
- explore a plan acceptable to both (or more) parties

3. Be creative
- reach a solution
- Win-win approach is necessary.

Five Conflict Handling Modes

1. Avoidance (unassertive and uncooperative)- Withdrawal or Denial

Avoid dealing with conflict.
Rationale: Disagreements are bad as they create tensions.
I am neutral on the issue. Let me not think about it; it's someone else's problem.
Outcome: The problems do not get resolved causing long term frustrations manifested in variety of ways.

2. Competing (assertive and uncooperative)- Forcing or Power

Get your way.
Rationale: It is preferable to risk causing a few hard feelings than to abandon the issue.
I know what is right and therefore, don't question my authority or judgment.
Outcome: you feel vindicated but the other party feels defeated and perhaps, humiliated.

3. Accommodating (unassertive and cooperative)- Smoothing or Suppression

Don't upset the other person.
Rationale: Maintaining harmonious relationships should be the priority.
How can I help you feel good about this? My position is not so important that it is worth risking bad feelings between us.
Outcome: The other party is likely to take advantage.

4. Compromising (intermediate in both assertiveness and cooperativeness)- Sharing or Negotiation

Reach agreement quickly.
Rationale: Prolonged conflicts distract from their work and cause bitter feelings.
Let us search for a solution we can both live with, so we can get on with work.
Outcome: The involved persons go for the expedient rather than effective solutions.

5. Collaborating (Assertive and cooperative)- Problem Solving or Collaboration

Solve the problem together.
Rationale: Each position is important though not necessarily valid. Emphasis should be placed on the outcome and the fairness of the decision making or problem solving process.
This is my position, what is yours? I am committed to finding the best possible solution. what do the facts suggest?
Outcome: The issue is most likely to be resolved. Both the parties will be committed to the solution. They will also be satisfied with the feeling that they have been treated fairly.

Collaboration (problem solving) is obviously the superior most mode of conflict handling.

When Do People Use the Five Conflict Handing Modes?

While it is true that "collaborating" mode of conflict resolution is the ideal one, people do use other modes also to resolve the issues under various conditions. They may bring in, at least, the short term solutions.
The situations under which each of these five conflict resolution modes is used by many people are given below:

1. Avoidance

Trivial issues.
Cost of disruption outweighs the benefits of conflict resolution.
Concerned people need time to cool down.
Adequate or complete information for making a decision is not available right away.
The existing issue seems to be entangled with other issue(s).
Little probability of satisfying your own concern.

2. Competing

Quick decisions and subsequent actions are critical.
Unpopular issues are involved and they must be resolved and implemented.
Person in charge of conflict resolution (manager or leader) is aware of what is more appropriate or correct and must move quickly.
There is necessity to provide protection from the people who may hurt others in the organization or hurt the organization itself.

3. Accommodating

Your position is weak, less appropriate or correct or less useful as compared to that of the others.
Harmony and stability are comparatively more important.
The issue appears to be more importance to the other person as compared to you.
You are desirous of building up your emotional bank balance or emotional credits in others' emotional accounts for maintaining and further improving the relationships with them.
You wish to minimize the losses when you are outmatched.
You believe that other person(s) can learn by having his/their own way and then making mistakes and thereby learning from them.

4. Compromising

Collaboration and competing modes have been unsuccessful.
Time available at hand to resolve the issues ideally is less and expedient solutions are needed.
Temporary or short term solutions seem to be OK.
Individuals involved in the conflict have equal power and are committed to mutually exclusive goals.
Goals are important but not sufficiently enough to disrupt any action.

5. Collaborating

The parties involved in the conflict have concerns that are too important to be ignored.
Adequate time is available at hand to discuss the conflicting concerns or issues at length.
Commitments for successful implementation and follow up are critical and therefore, full participation of all the concerned in resolving the issues is necessary.
Highly creative and innovative solutions are needed.
Emotions have interfered with relationships.
One of the important objectives is also to learn from the conflict resolution episode.

Team Building

Conflict management is a pre-requisite for team building which is imperative in modern and competing organizations because only team building can generate the most sought after synergies. Refer: (Team Building) http://team-building-working.blogspot.com/

(Refer our High Quality Management Encyclopedia at: http://management-universe.blogspot.com/).

(Also refer, for building leadership and management: http://shyam.bhatawdekar.com/)

Books Suggested for Your Personal, Professional and Organizational Libraries (eBooks and printed books available online from Amazon)

kindleunlimited, KOLL and Amazon Prime subscribers can read free the eBook version of the following titles.

Management, Business, Self-help and Personality Development Books

1. HSoftware (Human Software) (The Only Key to Higher Effectiveness)

2. Sensitive Stories of Corporate World (Management Case Studies)
3. Sensitive Stories of Corporate World (Volume 2) (Management Case Studies)
4. Classic Management Games, Exercises, Energizers and Icebreakers

5. Classic Management Games, Exercises, Energizers and Icebreakers (Volume 2)

6. Classic Team Building Games, Exercises, Energizers and Icebreakers

7. 101 Classic Management Games, Exercises, Energizers and Icebreakers

8. Stress? No Way!! (Handbook on Stress Management)

9. HSoftware (Shyam Bhatawdekar’s Effectiveness Model)

10. Competency Management (Competency Matrix and Competencies)

11. Soft Skills You Can’t Do Without (Goal Setting, Time Management, Assertiveness and Anger Management)

12. Essentials of Work Study (Method Study and Work Measurement)

13. Essentials of Time Management (Taking Control of Your Life)

14. Essentials of 5S Housekeeping

15. Essentials of Quality Circles

16. Essentials of Goal Setting

17. Essentials of Anger Management

18. Essentials of Assertive Behavior

19. Essentials of Performance Management and Performance Appraisal

20. Health Essentials (Health Is Wealth)
21. Essentials of Effective Communication

22. The Romance of Intimacy (How to Enhance Intimacy in a Relationship?)

Novels, Stories, Biographies and Travelogues

23. The Peace Crusaders (Novel: how the peace crusaders established permanent peace on a war strewn planet?)

24. Love Knows No Bounds (Novel: a refreshingly different love story. Also available with the title “Good People”)

25. Funny (and Not So Funny) Short Stories

26. Stories Children Will Love (Volume 1: Bhanu-Shanu-Kaju-Biju and Dholu Ram Gadbad Singh)

27. My Father (Biography)

28. Travelogue: Scandinavia, Russia
29. Travelogue: Europe

Wednesday, December 11, 2013

Group Dynamics

Definition of Group

Group is defined as minimum two or more than two individuals who come together to complete particular task(s) usually towards achievement of goal(s).
These individuals normally related to each other by some organizational or social relationships.
The group may be of two types:
- informal group and
- formal groups
The behavior of individuals in a group may get modified to certain extent as compared their behavior when they are independent of the group. This is due to the interactions between the members of the group and their influence on each other.

Definition of Group Dynamics

Group dynamics is the study of groups.
It is an important subject of organizational behavior (OB), particularly for the organizational groups.
It studies group’s
- Formation
- Structure
- Interaction and behavior
- Process.
Study of the group processes forms the most important core subject of the studies while looking at the group functioning.
Due to this reason, many a time, people understand group dynamics and group process as one and the same.

Formation of Groups

Why Are Groups Formed?

Individuals sharing common sentiments, purpose and activities start interacting and form a group.
When individuals perceive that they can expect beneficial exchanges explicitly or implicitly by forming the group, they do so and become part of the group.
When individuals believe that they can get an identity, belongingness, self-esteem or prestige by affiliating to a particular or significant or prominent group, they do so.

How Groups Get Formed and Develop?

Bruce Tuckman gave a five stage framework for formation and development of groups in 1960s. These five stages are given below:

1. Forming:

Due to any one of the reasons enunciated earlier, group gets formed.
Normally, the group gets formed with an incomplete idea of its goals or purposes. So, at the beginning of formation, there is some confusion and uncertainty.
Leadership of the group and the roles and tasks to be undertaken by the group do not emerge clearly. Thus, forming is an induction process through which members get to know each other and share expectations from the group.
Members gradually learn the purpose of the group and the guidelines to be followed.
Forming stage should not be rushed because trust and openness have yet to develop. These feelings strengthen in later stages of development.

2. Storming:

In this stage, the group is likely to experience the highest level of disagreement and conflict as members may voice concerns and criticism.
Members often question and challenge group goals.
They also struggle for power or leadership.
If members can ultimately achieve understanding and cohesiveness through collaboration and resolution, the group may continue as a group. Otherwise, the group may disband. However, if it still continues, it may remain ineffective and may not make progress to the subsequent stages.

3. Norming:

In this stage, the members start recognizing their individual differences and also their shared expectations.
Members may begin to develop a feeling of group identity and group harmony.
Cooperative efforts may begin.
Roles and responsibilities among members may get decided.
They may also decide on how to evaluate progress of the group.

4. Performing:

At performing stage, group might have achieved maturity and there will be greater degree of harmony among its members.
There is more mutual acceptance among the members now.
Conflict can be managed and resolved more amicably through collaborative processes.
Decisions making takes place more on rational basis aimed at achieving goals rather than highlighting the emotional issues.

5. Adjourning:

All groups do not experience this stage at all. Many groups remain permanent.
Some groups that complete their tasks and goals may decide on disbanding the group.
This stage is characterized by the feelings of sadness normally associated with closure of any group and separation of the members.

Types of Leadership Required in First Four Stages of Group Formation/Development

1. Tell:

It is the type of leadership required in the first stage called forming
Facilitate members; introduction with each other each other and tell the individual contribution to the task expected from them.
Provide a sense of purpose and clarify limits, deadlines and constraints.
Assess the skills and try to identify group roles
Begin to anticipate likely blocks and barriers to progress

2. Sell:

It is the type of leadership required in the second stage called storming
Its a delicate role
Continue to provide direction
Encourage building of trust and openness
Manage conflicts positively to arrive at look for a common platform
Be prepared to mediate and determine solutions even if they might not be popular with everyone

3. Consult:

It is the type of leadership required in the third stage called norming
Less directive and more supportive
Maintain openness and trust
Challenge the group if it starts to become complacent
Celebrate individual and group successes
Encourage regular reviews to ensure group's progress

4. Participate:

It is the type of leadership required in the fourth stage called performing
Lead from behind
Ensure that the group has required resources and support
Represent the group to the wider organization
Encourage regular evaluation to avoid complacency
Develop the skills

Group Process

Given below are the major factors or elements of group process:

Extent of task focus (giving information, seeking information, summarizing, getting on etc) and extent of social focus (encouraging, harmonizing, drawing in, mirroring, pleasing, entertaining etc)
Characteristics of communication, coordination, cooperation, support and collaboration
Patterns of self-oriented behavior (silence, hurt feeling, withdrawal, tension, anxiety etc)
Mix of influencing, convincing, dictating, bribing, cajoling, flattery etc
Roles
Relationships
Patterns of dominance and submission
Conflict management and conflict resolution
Level of group effectiveness
Team building and synergy

Types of Groups

Informal groups
Formal

Informal Groups

These groups may get formed within an organization or outside an organization. They do not necessarily follow the rules and guidelines of the organization. They informally follow the guidelines of the informal group. These groups are called interest groups, friendship groups, reference groups etc. Given below are a few examples of informal groups:

Employees meet near water cooler and gossip
Five secretaries from marketing department meet once a month for lunch to discuss mutual concerns and to seek relief from tedious aspects of their job
Four computer programmers form a jogging club that meets three days per week to run five miles after office hours
All employees of a section meet and discuss how to improve and beautify office layouts
Seven workers of a production shop floor meet once a week to solve their technical problems

Formal Groups

These groups are formally created in an organization and follow the rules and guidelines prescribed by the organization. These are:

1. Command groups

They are explained by a formal organization structure and depicted on the organizational chart. A company’s organization network starting with the chairman of board of directors through its various levels of managers right down to the workers is a typical command group example.

2. Task groups or task forces

People working together to achieve a common task form a task group or a task force. Members are grouped together either from the same department or cross-functionally to complete some specified goals on a timeline. These task forces are appointed for a specified periods and disbanded after the goals are achieved.

3. Functional groups

Functional group is created to carry out specific functions in an organization. These are normally on-going departments of an organization and are permanent till re-structuring of organization is undertaken.

Methods of Arriving at Decisions in Group

Lack of response
(Plop)
Authority rule
(Mine is right or might is right)
Minority rule
(Silence means consent)
Majority rule
(Collection - win - lose competition)
Consensus
(Near total agreement)
Unanimity
(Total agreement)

Books Suggested for Your Personal, Professional and Organizational Libraries (eBooks and printed books available online from Amazon)

kindleunlimited, KOLL and Amazon Prime subscribers can read free the eBook version of the following titles.

Management, Business, Self-help and Personality Development Books