1. COM 516
Shaneeka Perry-Lawson
Karen Boyd
John Shertliff
Carrie Evans
Stephanie Hezekiah
January 6, 2012

2. Introduction
 There are many ways to make decisions and resolve
conflict when working with a group.
 In this presentation we will discuss:
 Team Decision Making
 Effective/ Ethical Decisions
 Conflict: Sources/ Solutions
 Conflict and Cohesion in Groups

3. Team
Decision
Making
The way a team decides to
make a decision is one of the
most important decision it
makes. A team should decide
in advance what decision
making technique will be
used so that there are no
surprises when a problem
occurs.
(Shaneeka)

4. Decision Making Techniques
 Consensus Decision making
 Advantages
 Useful in making serious,
important and complex decisions
in which all teammates are
committed to
 Disadvantages
 Takes a lot of time and energy
 Majority Rule Decision Making
 Advantages
 Can be used when there is no
time for a full consensus decision
 Disadvantages
 Usually leaves an alienated
minority which can cause future
team conflicts

5. Decision Making Techniques
 Minority Rule Decision  Averaging Decision
Making Making
 Advantages  Advantages
 Can be used when  Individual errors and
everyone cannot get extreme opinions cancel
together to make a each other out resulting in
decision and the team is in a better outcome
a time crunch mode  Disadvantages
 Disadvantages  Letting members with the
 Does not utilize the talents greatest expertise make
of all team members the decision is better than
the team averaging results

6. Decision Making
Techniques
Expert Decision Making
Advantages
Useful when expertise of one person is superior to all
team members
Disadvantages
It is hard to determine the best expert and skills set and
knowledge from other teammates are not implemented
Authority Rule without Discussion Decision Making
Advantages
Should be used when little time is available to make a
decision
Disadvantages
One person cannot be a good resource for all decisions
Authority Rule with Discussion Decision Making
Advantages
Gains commitment from all team members by discussion
and using skill sets and knowledge of all team members
Disadvantages
Requires good communication skills from all team
members and a leader is required to make a decision

7. Managing
Learning Team
Conflict
Conflict
Conflict can be destructive
or it can be constructive.
Conflict arises from
differences among
individuals in a team.
When different individuals
with diverse backgrounds
come together in a team
they bring along with them
their differences in terms
of power, values, attitudes,
and social factors which all
contribute to team
conflict. (Shaneeka)

8. Team Conflict
 Conflict often results in  Personal
three categories  include individual’s self
 Communication esteem, personal goals,
 poor listening, insufficient values and need
sharing of information,
differences in
interpretation and
perception, and nonverbal
cues
 Structural
 Size of the team and levels
of participation

9. Handling Negative Team conflict
 Direct Approach
 Team leader confronts issue head
on
 Bargaining
 an excellent technique when both
parties have ideas on a solution yet
cannot find common ground
 Enforcement
 This technique is only used when
it is obvious that a member does
not want to be a team player and
refuses to work with the rest.  Retreat
 By simply avoiding or working
around the conflict, a leader can
often delay long enough for the
individual to cool off.
 De-emphasis
 This is a form of bargaining where
the emphasis is on the areas of
agreement

10. Conflict Resolution Approaches
 Avoidance
 If the conflict itself is not central to the
work of the team, it may be best to set
it aside so that the important work of
the team can proceed.
 Accommodation
 one person gives in to another for the
sake of getting along.
 Competition
 competition may best be described as a
win-lose style of conflict resolution
 Compromise
 people compromise it is to accept a
middle ground position
 Collaboration
 people in dispute would
be able to collaborate to find a
resolution that satisfies the needs of
everyone involved.

11. Effective/ Ethical Decisions
 Steps of the decision making process:
 Identify the core issues
 Determine decision making approach
 Generate options
 Research options
 Evaluate alternatives
 Reach a decision
 Implement and monitor
(Carrie)

12. Decision Making Process
 Identify Core Issues
 Clear and specific
 Log term goals
 Determine a Decision Making Approach
 Take a vote
 Flip a coin
 Defer to the leader
 Take turns
 Generate Options
 Brain storm
 Write it out
 Get all perspectives

13. Decision Making Continued
 Research Options
 Get information from experts
 Ask a teacher
 Evaluate Alternatives
 Pros/Cons
 Narrow the alternatives
 Prioritize factors
 Reach a Decision
 Visualize
 Is the result one I can live with?
 Implement and Monitor
 Was the out come expected?

14. Ethical Decisions
 Ethics applies principles or standards to moral
dilemmas.
 Ethics and character reflect on our true inner self; they
determine how we respond to …dilemmas (De Janasz, S. C.,
Dowd K. O., & Schneider B. Z. 2002 pg.383).
 Ethics are our inner compass, and give us the guide to
make difficult decisions.
 When working with a group there are no right or
wrong choices, and it is through effective decision
making that the good of the whole is put over the good
of the individual.

15. Conflict: Sources and Solutions
Conflict between human beings in unavoidable. People
making individual decisions which consequently affect
others and/or the group they belong to is the primary
contributor. Identifying, classifying, and understanding
various types of conflict can lead to successful
management. Conflict can even be positive in certain
situations. Dealing with conflict through prevention,
mediation, negotiation, and other methods is essential for
maintaining relationships and organizational control. The
increased popularity of team building and group design in
contemporary times make effective communication in all
of these efforts paramount to conflict resolution. (John)

16. Is Conflict Normal?
 Traditional View (twentieth century): All conflict is
viewed as detrimental during this period. Firing managers
to solve conflict was the primary solution.
 Human Relations View (1940-1970): Conflict is viewed as
a natural byproduct of human interaction. The first
identification of positive conflict surfaces during these
years.
 Interactionist View (Contemporary): Present day theory
holds conflict to be unavoidable. Constructive conflict is
established and even intentionally integrated in human
relations of many kinds. Managing conflict remains a
challenge.

17. Sources of Interpersonal Conflict
 Limited Resources: Numerous people vying for a finite
pool of goods.
 Differences in Goals/Objectives: Incongruent styles and
attitudes slow organizational progress and achievement of
results.
 Miscommunication: Damaging even when
unintentional. Cultural, gender, and semantic differences
exacerbate problem.
 Differing Attitudes, Values, and Perceptions: All are
contributing factors to conflict.
 Personality Clashes: Inherent differences in human
nature will yield conflict.

18. Five Interpersonal Management
Strategies
 Avoidance: Consumes the least amount of time but
often leaves problem unresolved.
 Accommodating: Occurs when the conflict issue is
less important than the relationship.
 Compromising: When mutual sacrifice is necessary
to achieve common goal.
 Competing: The end goal supersedes everything else
including relationships.
 Collaborating: When both parties identify and put
aside differences for end result. Communication is
critical.

19. Tips forTemper and Emotions
 Control Managing Conflict
 Understand the Issues
 Pick Your Battles
 Search for Common Goal

20. Conflict Prevention Techniques
 Team Building: Concept gains popularity as
organizations increase in size.
 Diversity Training: Finding value in differences.
 Open Communication: Newsletters, memos, and
surveys are some examples.
 Resource Allocation: Increase transparency of
resource distribution, and add incentives to their
procurement.

21. Conflict and Cohesion in Groups
Three Types of Conflict
 Substantive Conflict
disagreement over members’ ideas and group issues.
 Procedural Conflict
disagreement among group members about the methods or processes the
group should follow in its attempt to accomplish a goal.
 Affective Conflict
occurs when a member does not feel valued or is threatened by the group.
(Karen)

22. Conflict
Five Styles of Conflict
Avoidance - avoid the conflict
Accommodation - giving in.
Competition - not concerned with group goal
Compromise- meet halfway
Collaboration-look for other solutions

23. Conflict
Five Approaches to Conflict Management
 4Rs Method-reasons, reactions, results, resolutions
 AEIOU Model-assume, express, identify, outcome, understanding
 Negotiation-bargaining
 Mediation-third party facilitates
 Arbitration-arbitrator makes decision

24. Cohesion
Characteristics of Cohesion
 Interaction
 Supportive Communication
 Conform to Group Expectations
 Successful Approaches to Achieving Goals
 Member Satisfaction

25. Balancing Conflict and Cohesion
Poorly managed conflicts do not develop
cohesion.
Too much cohesion while avoiding conflict leads
to
bad decision.
Groups should engage in constructive conflict to
balance conflict and cohesion.

26. Conclusion
When working in Learning Teams, there can be
conflict when it comes to making decisions.
However, there are methods that can be used to
resolve these conflicts. Following the appropriate
method according to the type of conflict can be a
great benefit in aiding a team to make the right
decision.

27. References
Conflict and Cohesion in Groups. Retrieved from University of Phoenix Student Website
Learning Team Toolkit.
De Janasz, S. C., Dowd K. O., & Schneider B. Z. (2002). Interpersonal Skills in
Ed Rigsbee, “Conflict Management and Resolution,” Business Forms, Labels and Systems,
Feb. 20, 2000, p. 62.
Finley, M., & Robbins, H. (2000). (2nd ed.). (p. 271). Berrett-Koehler Publishers.
Joseph Eby Ruin, “Six Factors in Conflict Management,” The New Press Times, June 14, 1997,
p. 1-EX
Kenneth Thomas, “Conflict and Conflict Management,” in Handbook of Industrial and
Organizational Psychology (Chicago: Rand McNally, 1976), pp. 889-935.
Organizations. New York: McGraw-Hill. pp. 371-393, 241-259
Personal Decisions International, “Five Steps to Mediating Conflict,” Workforce, Feb. 1999,
p.25.
Porter, S. Team Decision Making. Retrieve January 5, 2012, from
http://www.apollolibrary.com/Library/ltt/download/TeamDecisionMaking.pdf
Stephen Robbins, Organizational Behavior, Eight Ed. (Upper Saddle NJ: Prentice Hall, 1998),
pp 435-436.
Townsley, C. A. Resolving Conflict in Work Teams. Retrieved January 6, 2012, from
http://www.innovativeteambuilding.co.uk/pages/articles/conflicts.htm