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Dealing with Interpersonal Conflict Group Dynamics Komives Chapter 7

Chapter 7 - Interacting in Teams & Groups


* Characteristics of Groups * Ways Groups Develop * Dynamics Among Group Members * Leadership is Process-Oriented *Teamwork, Collaboration, Groupwork & applications of Relational Leadership Model

Understanding Groups
Average week = many types of groups formal/informal Key Dimension of Groups - Purpose, Structure, Time Purpose -friendship support groups - task force groups - staff that delivers a service or product over time. *Purpose leads to structures & processes needed to accomplish purpose * Structure -mechanism of how people in group relate to each other positions. Ex. Leaderless groups/informal leaders or formal leader/ex. President, chairperson,director. Settings/roles/ Time - times vary - time limited, task-force, ad hoc committee or longer & ongoing group. Challenge of the Leader - attend to the group process in order to facilitate the most involvement of the most memebers in the most effective way to make the best decisions.

Group Development
*Forming- recruitment, affiliation. What info is
needed about group?When meeting? How to communicate? Purpose or mission? Agreements? Building trusting relationships.

*Storming- group starts to get in gear


differences of opinion begin to emerge. Group can collapse without shared values/purpose. Have to move through stages successfully to go to next successfully. Successful/Destructive - some stay in this stage and thats how they get work done.

*Norming- Resolved key issues, establish


patterns of getting work done. Formal/Informal, reports, members dealing with intimacy & identity, group culture, personality of group forming

Group Development

cont. p.222

*Performing - mature stage of equilibrium.


Time limited groups get here quick, but necessary to go through the other steps successfully first. Longtime groups need to build in strategies to stay renewed and recycle regularly. When new members join, issues arise, or new processes are needed.

*Adjourning - Final stage of developmentending well. Closure -groups exist over different time frames, termination needs to be planned for - closure and finality. Sense of loss for some- should include celebration and recognition of groups accomplishments & reflection on lessons learned. Groups that do not engage in continual revisiting of the cycle to stay active and vital may find themselves moving toward Adjourning - (group dies), may be necessary for new group to be formed, new purpose, new members. Need to stay vibrant & healthy. (same in relationships/marriage/teaching/self)

Relational Leadership & Stages of Group Development ~


When the group is Relational Leadership philosophy would encourage 1. Be inclusive, empowering, all are involved, seek & celebrate diversity, model inclusion, shared leadership,

1. Forming - identify common


purposes and targets of change

2. Storming - revisit purpose of group 2. Climate of caring, commitment to


and targets of change

community of practice, ethical open, patient, self awareness, handle conflict directly & openly, identify bias
3. Be fair with process, collaboration, keep new members welcomed, informed, involved. Clarify responsibility for self & group 4. Celebrate accomplishments, find renewal in relationships, Empower to learn new skills, revisit purpose 5. ???? What do you think?

3. Norming -

4. Performing - rebuild commitment


Gung ho!

5. Adjourning - (Ending Well,


Closure, Processing/Loss/Change)

Active participants need to continually assesses their

groups development.

SHOULD WE - COULD WE - ARE WE?


1. Should We leads a group to clarify purpose & direction
2.Could We asks the group to anticipate the storming and norming stages and see if they are up to the task. 3. Are We is the constant formative evaluation cycle in the performing stage to see if the group is truly doing what it sets out to do. Evaluation is formative and summative - ex. When the cook tastes the soup it is formative evaluation, when customer tastes the soup it is summative.

Dynamics in Groupsthe study of the groups life ~


Group- Building Roles P. 227 Gatekeeper -aware of who has not Encourager-welcome all individuals, diverse ideas, warm, inclusive, empower others Mediator - harmonize conflict, help to resolve differences Follower - active listener willing supports the groups actions and decisions
given input in discussion- uphold the values/goals of the group

Task Roles Information Seeker - aware of group needs, facts/data Opinion Seeker - aware insight, ideas, opinions needed Opinion Giver - sharing views, feelings, ideas so group benefit Summarizer - helps to clarify Clarifier - Elaborate or explain ideas, new words to add meaning. Showing how

Which Roles Do You Play in Groups? Are you participating? Or are you sitting back reading a newspaper and not even listening = Nonparticipant *If you are a nonparticipant and you find the group boring perhaps you should look in the mirror and see who is really boring!!!!!!!

Group Decision Making


Consensus - does not mean that every single decision is made by the entire group, nor does it mean that a majority vote equals reaching a consensus. (p. 234) Guidelines for reaching consensus within a team: 1. Clearly define the issue facing the team. 2. Focus on similarities between positions 3. Ensure that there is adequate time for discussion. 4. Avoid conflict - reducing tendencies (e.g. voting) Note: Thoughts & Comments Experiences of being in groups that DID WORK & that DID NOT WORK

Group Decision Making


Sometimes leader has to make decision without the group ~ final decisions. Questions to guide the process. 1. 2. 3. 4. 5. Does the decision support our vision & mission? Purposeful? What opinions do my group members have about this issue? Inclusive? Will the decision heighten our involvement or limit involvement? Empowering? Is this the right thing to do? Is it principled? Ethical? Should I slow down making this decision so that others can get involved? Process- Oriented

~Creative Conflict~ p. 229


Advantages of Conflict 1.Can increase motivation & energy 2. Clarifies issues & positions 3. Can build internal cohesiveness and esprit de corps 4. Can lead to innovation & creativity 5. Can increase self-awareness 6. May be a means of dealing with internal conflicts 7. Can lead to new synthesis of ideas or methods.
Liabilities of Conflict 1. Can be debilitating. 2.Can distract from goals 3. Can cause defensiveness & rigidity 4. Can cause distortions or reality. 5. Often becomes a negative reinforcing cycle. 6. Tends to escalate (more serious)and to proliferate (more issues). 7. Efforts to resolve are often not reinforced.

Conflict Resolution Talk it Out!


1. Stop & Cool Off - (pause button) 2. Talk & Listen - (Using I statements) 3. Think of Ways to Solve the Problem
(Using I statements)

4. Choose the Idea you both like

Demonstration: Brainstorm different possible conflict situations & lets PRACTICE! Ill go first & then YOU
Conflict 1: Your office partner keeps leaving a mess on your desk and you are getting really frustrated and angry. Its starting to cause you to dislike your colleague greatly. You find yourself getting snippy with her and cringing inside when she enters the room. Conflict 2: Your Mom keeps trying to force you to eat when you are not hungry, or make you take a jacket with you when you leave the house, but you dont want it. You are getting very tired of her treating you like a baby and you wish she would STOP IT! Conflict 3: You are experiencing a conflict within yourself because you know that you are not living right ~ you feel you need to talk it out with your self to solve the problem.

Group Work ~
1.Choose a 2 partners (3 in a group) to discuss your personal style in conflict situations. (5 minutes). 2. Now practice the steps of Talk It Out using an example conflict that your group comes up with. (15 minutes). 3. Do NOT forget to use the IStatements for both Step 2 & Step 4 4. Its on the final exam! 5. Be prepared to share back in class!

Working Groups -vs- Teams


We can no longer afford the luxury of even a few individuals working in isolation from the rest of the organizationStrength is not in the individuals, but in the team. Put a group of superstars together on any team, they will lose if they operate as individual superstars. But once they start operating as a team, they become unbeatable. P.235

Working Groups
Leader appointed General Mission - Groups Purpose Individual work provides products Effectiveness measured- Outcome Individual Accountability Evidenced Individual Accomplishments Meetings are efficient/short Meetings members discuss, decide, and delegate

Teams Shared Leadership Specific well defined purpose Team & Individual work Effectiveness/Teamwork Products Both Team/Individual Accountability Evidenced Team Celebration/Individual Meetings open-ended/active problem solving In Meetings members discuss, decide, and do real work

Types of Teams
Functional Power & Authority at the top/hierarchal organization Self-DirectedMembers posses knowledge & skill to accomplish task/goal, certain power delegated from leader/manager Cross-FunctionalTeam is composed of individuals from variety of skill sets, departments, areas combine sets that no one person can possess.

Characteristics of Team Leadership p. 242


Multi-tasking between internal & external demands Clear Elevating Goal Results-driven structure Competent Team Members Unified Commitment Collaborative Climate Standards of Excellence Principled Leadership External Support

Establishing the Team p. 244


1. Task Structure - team understands task & finds meaning/given autonomy to accomplish the task 2 Group Boundaries - the size of the team is just right (not too big/small) Diversity exists; sufficient knowledge, info, interpersonal skills to accomplish the goals harmoniously 3. Norms - the team has a set norms to guide behavior of members 4. Authority- there is flexible rather than rigid use of authority by leader and team members that allows for open debate and instills a sense of empowerment and trust as well as a degree of command when compliance by group members is warranted.

~SMART GOALS ~
Teams must have clear goals to achieve success

S- Specific - goal must be clear to everyone M- Measurable - quantifiable A- Attainable - must be realistic & possible R- Relevant - aligned with direction overall T- Time-bound - set time frame to achieve

In a productive work community, leaders are not commanders and controllers, bosses and big shots. They are servers and supporters, partners and providers (Kouzes & Posner) Team Learning - happens in dialogue with each other through reflection & shared experience. Process Dialogue -vs- Discussion - Dialogue methods.thinking togetherDialogue clarifies points not prove them. P. 241 Group/Team Reflection = Growth - Individually & Collectively <3 Gung ho!

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