Managing Team Conflict & Negotiation
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This document appears to be a training module on managing team conflict and negotiations. It includes the following units: - Characteristics of high performing teams - The four stages of team development - Tools for leading teams - The roles people play in teams - Managing team conflict and negotiations - Developing team culture It discusses different conflict and negotiation styles including competing, accommodating, avoiding, collaborating, and compromising. It provides examples of when each style would be appropriate. The document also includes homework and case studies to practice applying the different conflict resolution styles.
Managing Team Conflict & Negotiation
- 1. Dr Tim Baker tim@winnersatwork.com.au www.winnersatwork.com.au Managing Team Conflict and Negotiations
- 2. Unit 1—Characteristics of High Performing Teams Unit 2—The Four Stages of Team Development Unit 3—Tools for Leading Teams Unit 4—The Roles People Play in Teams Unit 5—Managing Team Conflict and Negotiations Unit 6—Developing Team Culture
- 3. Your homework Observe your team this afternoon, how do they communicate? What are their preferences? Consider using these preferences.
- 5. Political awareness The model When to use the different styles Case studies
- 6. WiseClever Inept Innocent Politically Aware Politically Unaware GamePlayer Actwith Integrity Baddeley (1987) Political Skills for Leaders
- 8. Competing • When speed and decisiveness are necessary • When parties refuse to cooperate and are trying to take advantage of you • When an unpopular decision needs to be made then a competitive decision may be necessary.
- 9. Accommodating • When the relationship is more important than the issue • When there is no hope of having your wishes met • When it is not very important
- 10. Avoiding • When diplomacy can help smooth a situation • Putting off a decision until a better time or when people have calmed down • When neither the relationship or the issue is important to you • When you need to know more before you take action
- 11. Collaborating • In situations where both the issue and the relationship are important • Where an outcome that satisfies both parties is sought • When all parties need to be committed to a solution • When a creative solution needs to be found
- 12. Compromising • Useful when time is running out and decisions need to be made • Sometimes can be used when collaboration or competing has failed • Can be a temporary, short term solution to conflict while collaborative efforts continue • Sometimes compromise is the only way
- 13. Organisational Change & Leadership Development
- 14. Situation 1 A customer calls and wants you to handle an order for him. You no longer work in that team and it would create a major problem internally if you crossed departments. However, the customer who orders a moderate amount of product has been very insistent with you.
- 15. Situation 2 You’ve had your car in for repair and although the claim it's fixed you have the same problem. It is not a regular fault and is obvious. You paid your bill when you collected the car and are not prepared to pay more. They are the only dealer that is at all convenient for you. You want your car fixed properly NOW!
- 16. Situation 3 You are the Manager of a team that currently has a manual recording system and your analysis shows greater productivity if it's automated. Susan Jones runs the same kind of operation in another team. She disagrees with your proposition citing customer concerns and employee resistance plus technical problems with the system you are proposing. Your Manager has told you to resolve the situation with Susan because you must both run the same way.
- 17. Situation 4 Your boss has a personal dislike of one of your team- and is insisting you fire that person. Whilst you recognise some occasional problems, you can manage that quite easily and that person is in fact, important to the team output.
- 18. Situation 5 As Manager, you want to design a new system in a way that suits you. Your approach at the Managers’ meeting is to raise it with the other Managers who are all affected by the proposed new system. One of the other Managers says it’s too costly that way and that each Manager should simply offer their approach and the General Manager make the decision.
- 19. Key Messages … be flexible don’t overuse your preferred style If plan A doesn’t work …
- 20. Your homework Practice using all five styles
- 21. Unit 1—Characteristics of High Performing Teams Unit 2—The Four Stages of Team Development Unit 3—Tools for Leading Teams Unit 4—The Roles People Play in Teams Unit 5—Managing Team Conflict and Negotiations Unit 6—Developing Team Culture