GROUPS, TEAMWORK, AND CONFLICT ISSUES,Chapter 8,WHAT IS A GROUP?,A group refers to two or more people who personally interact with each other in order to achieve a common goal.,TYPES OF GROUPS,Informal groups: arise spontaneously throughout all levels of the company and evolve out of employees needs for social interaction, friendship, and status. Formal groups: deliberately formed by management for the purpose of attaining company goals.,CHARACTERISTICS OF GROUPS,Norms: A generally agreed-on standard of behavior that every group member is expected to follow. Conformity: Group pressure forces its members to conform, or comply, with the norms established by the group.,CHARACTERISTICS OF GROUPS,Cohesiveness: An emotional closeness that exists among the group members, and its success depends on how well the group sticks together and acts as a single unit instead of as a group of individuals.,WHY JOIN GROUPS?,Affiliation (security, belonging, friendship) Power (reassurance and support) Identity (awareness of personal identity) Goal accomplishment (the more brainpower, the better),GROUPTHINK ISSUES,Groupthink: The tendency of highly cohesive groups to lose their critical evaluative abilities and out of a desire for unanimity, often overlook realistic, meaningful alternatives as attitudes are formed and decisions are made.,HIDDEN AGENDA ISSUES,Hidden agendas: Comprised of attitudes and feelings that an individual brings to the group. Hidden agendas represent what an individual or group wants, instead of what they say they want.,HOW TO HANDLE HIDDEN AGENDAS,1. Realize a hidden agenda is a natural part of the group process because people have their own goals and needs. 2. Recognize that a hidden agenda might be present when the group is having difficulty in reaching its goals. 3. Decide how to bring the hidden agenda to light.,TEAMWORK & TEAM-BUILDING ELEMENTS,1. A team is composed of two or more persons in the company, usually from different departments. 2. The members are competent and knowledgeable in the way they carry out their duties.,TEAMWORK & TEAM-BUILDING ELEMENTS,3. The team is constantly learning and growing; adapting itself to changing requirements and multiple goals. 4. Its work is consistently superior in both quality and quantity.,TEAMWORK & TEAM-BUILDING ELEMENTS,5. Problems and conflicts within the team are addressed quickly and professionally. 6. The quality of decisions made by the team is high, and members share a sense of satisfaction in work accomplished.,TEAMWORK & TEAM-BUILDING ELEMENTS,Multiskilling: Requires team members to learn every job on the team. Effective teams are built; they dont just happen. Team-building efforts focus on how team members relate to each other and how work is completed.,HOW CAN LEADERS MAKE A TEAM MORE EFFECTIVE?,1. Avoid arguing for your own viewpoint; state it clearly and then listen to others. 2. If the discussion reaches an impasse, look for a new option that is the next best alternative for everyone.,HOW CAN LEADERS MAKE A TEAM MORE EFFECTIVE?,3. Never change your mind just to avoid an argument. Encourage different opinions among team members. 4. If an agreement comes too quickly, take another look at the issue.,HOW CAN LEADERS MAKE A TEAM MORE EFFECTIVE?,5. Do not give way to others viewpoints unless you feel they have reasonable merit. 6. Avoid using conflict-reducing tricks to reach agreement, such as majority vote, flipping a coin, or bargaining.,HOW CAN LEADERS MAKE A TEAM MORE EFFECTIVE?,7. Make sure that every member of the group contributes. Making the transition to teams means a fundamental shift in power and authority. Managers must get used to being coaches who liberate.,CONFLICT RESOLUTIONS,Managers are likely to spend about 30 percent of their time dealing with conflict. A managers goal should not be to eliminate all conflict but to minimize and redirect dysfunctional discord by seeking and applying constructive resolutions.,UNDERSTANDING & RESOLVING CONFLICTS,Benefits of Conflict: Conflict produces change Conflict leads to unity Conflict promotes compromise,CONFLICT RESOLUTION PROCESS,1. Identify the problem (maybe reframe it). 2. Look for solutions. 3. Choose the best solution. 4. Act. 5. Evaluate. Good communication is the key.,WHAT IF CONFLICTS BECOME HEATED DISCUSSIONS?,1. Be aware of your feelings. 2. Take a break if your feelings get too hot to handle. Divert yourself. 3. Count to ten slowly. 4. Consult with someone who has a calming effect on you and whom you can trust.,WORKPLACE REALITIES THAT HINDER CONFLICT RESOLUTION ATTEMPTS,1. Employees are afraid to criticize their bosses. 2. People are self-protective of their positions and power.,WORKPLACE REALITIES THAT HINDER CONFLICT RESOLUTION ATTEMPTS,3. Technical expertise is intimidating to those with less knowledge. 4. People see problems from their own viewpoints rather than the broader organizational perspective.,MANAGING & NEGOTIATING EFFECTIVE SOLUTIONS,Managers dont want to dea