Team building and conflict management involves understanding teams, conflicts, and strategies for addressing both constructively. There are typically 5 stages of team development - forming, storming, norming, performing, and adjourning. Conflicts can be functional or dysfunctional, and should be managed rather than simply resolved, with the goal of minimizing dysfunctions and enhancing constructive functions. The Thomas-Kilmann model describes 5 approaches to conflict - avoiding, accommodating, competing, compromising, and collaborating. The document discusses each approach and how to analyze conflicts to determine the best strategy.

1. Team building and conflict
management
1

2. Team building
“two heads are better than one,
or...n heads are better than
one” (Dalkey, 1972).
2

3. Team and Its’ Characteristics
• A team is a special type of group having a
small number.
– Preferably 2 - 8, of people who are interacting
and influencing each other to work for a
common goal.
• Group: gathering of people.
3

4. Introduction
Team is two or more people who interact,
interdependent and who have goals
/objective to be accomplished
4

5. Types of teams
Formal team = deliberately organized by
managers
Informal team = emerges when ever people
come together and interact regularly
5

6. Stages of team development
There are 5 stages of team development;
Stage 1- Forming stage: also called; Orientation or
familiarity stage .
• This stage is characterized by group awareness and
relationship building.
• Involves the practical and psychological start-up
of the group.
• Personal relations within the group at this stage
are characterized by dependency on the leader.
6

7. Forming……
Common group member behavior at
this point is questioning;
 Why we are here?
 What we are supposed to do?
 How are we going to get it done, and what
are our goals?
7

8. Stage 2: Storming stage
• Known as Confrontive or Power Stage
-Here we stay or here we go
Characterized by ;
 Resistance, negativity, ambiguity and confusion
The challenge of this group stage is to let
everyone be heard and express their feelings
productively.
Fostering creative communication within the
8

9. Stage 3: Norming stage
 Also known as Constructive or Resolution Stage
 Characterized by
 Cooperation and integration within the group.
 There is also cohesion; people begin to
experience a feeling of unity.
 They begin sharing ideas, feelings, giving feedback to each
other, asking for feedback, exploring actions and sharing
information related to the task
9

10. Stage 4: Performing stage
Also known as production or synergy stage
• Characterized by: productivity, autonomy, unity
and commitment within the group.
• Here the Whole is greater than the sum of its
respective parts
• Group members are energetic, excited, and will
often sacrifice for the sake of the group’s
performance. 10

11. Stage 5: Adjourning stage
It’s Hard to Say Good-Bye:
• The group wraps up activities.
• Characterized by closure of the team process.
• The attitude varies from excitement to
depression.
 When the team project has been completed.
1. Personal relations will be detached.
2. Job tasks will be terminated.
11

12. The five dysfunctions of a team
• Inattention to results
• Avoidance of accountability
• Lack of commitment
• Fear of conflict
• Absence of trust
12

13. Coaching
It is enabling others to reflect on their
commitments and find new ways to achieve
their intended results.
A coaching does not mean:
– Evaluation and judgment;
– blame, criticize, and warning
• But, builds a relationship of trust and
15

14. Commitment — Internally driven
Source of motivation Feelings Outcomes
You want to do
something
extraordinary.
You believe in it.
Care about the work
Determined to
persevere in the face of
obstacles
Empowered to
overcome obstacles.
Energetic, bring new
possibilities and
options to the work.
Good results that you
are proud of
Commitment Vs Compliance
16

15. Compliance — Externally driven
Source of motivation Feelings Outcome
Formal compliance
You do just what is
required and no more.
Compliant but not excited;
act to satisfy an external
standard or requirement
Do what is expected.
Follow orders and work
according to a plan
Noncompliance
You don’t do what is
required
Frustrated, critical of others,
Uncooperative, negative;
refuse to participate in work
activities
Insubordination
No results
Malicious compliance
You purposely do the
wrong thing
Resentful and critical, but
unwilling to discuss
complaints
Sabotage
Negative results
17

16. Conflict management in the
health sector
T . F
18

17. Introduction
• Conflict is an inevitable part of personal,
organizational and societal life.
• Conflict arise due to:-
• Competition,
• Differences in values, attitudes,
experiences, goals and perception of
limited resources. 19

18. Definition
• Conflict is “an interactive state in which
the behaviours or goals of one actor
are to some degree incompatible with
the behaviours or goals of some other
actor or actors”
(Tedeschi et al, 1973).
20

19. Definition…
• The aims of the parties in conflict might be
– Attempting to gain acceptance/a preference/
– Securing a resource advantage or,
– To the extremes of injuring or eliminating
opponents.
• Conflict includes opposing interests between
individuals or groups in a zero-sum situation.
21

20. Transitions in thoughts of conflict
1. The traditionalist or classicist:-
– They belief that all conflicts are harmful and mu
st be avoided.
• Causes are:-
– poor communication,
– lack of openness and
– failure to respond to employee needs
22

21. Transitions in thoughts of
conflict..
2. Human relations view of conflict
• Belief that conflict is a natural and inevitable
/expected/ outcome in any group.
3. Interactionist view of conflict
• Belief that conflict is not only a positive f
orce in group but that it is absolutely
necessary for a group to
perform effectively 23

22. Causes of conflict
– Role conflicts
• Occur when the communication of task
expectations proves inadequate or
upsetting.
– Workflow interdependencies
• Occur when people or units are required to
cooperate to meet challenging goals.
24

23. Causes of conflict (cont.).
– Resource scarcity.
• When resources are scarce, working
relationships are likely to suffer.
– Power or value asymmetries.
• Occur when interdependent people or
groups differ substantially from one
another in status and influence or in values.
25

24. Types of conflict
– Substantive conflict.
• A fundamental disagreement over ends or
goals to be pursued and the means for their
accomplishment.
– Emotional conflict.
• Interpersonal difficulties that arise over
feelings of anger, mistrust, dislike, fear,
resentment, etc 26

25. Levels of conflict
• Intrapersonal conflicts
– Incompatible goals or expectations within
individuals
• Interpersonal conflict
– Occurs between two or more individuals
• Interagroup conflict
– Occurs among members of team or group.
• Inter organizational conflict
– Encompasses disagreements that exist
between any two or more organizations. 27

26. Outcomes of conflict
• Functional Outcomes
– Conflict may stimulate innovation, creativity,
and growth.
– Organizational decision making may be
improved.
– Alternative solutions to a problem may be
found.
• may be forced to search for new approaches.
28

27. Outcomes…
• Dysfunctional Outcomes
– Conflict may cause job stress, burnout, and
dissatisfaction.
– Communication between individuals and groups
may be reduced.
– Relationships may be damaged.
– Job performance may be reduced.
– Organizational commitment and loyalty may be29

28. Outcomes…
• It is difficult to identify whether a conflict is
functional or dysfunctional.
• DL Nelson and JC Quick (2000) suggest
using following questions to diagnose as to
whether a conflict is functional or
dysfunctional:
30

29. Questions to diagnose
1. Are the parties to conflict unfriendly to
each other?
2. Is the outcome likely to be negative one
for the organization?
3. Do the potential losses of the parties
exceed any potential gains?
4. Is energy being diverted from goal
accomplishment?
31

30. Questions to diagnose …
• If the majority of these questions have yes
as answers, then you are probably faced
with dysfunctional conflict.
– Such conflict needs be resolved urgently.
• If answers to these questions are negative,
then you may be in the zone of functional
conflict.
32

31. Conflict Management vs.
resolution
• Although conflict is often said to be
functional for organizations, most
recommendations relating to organizational
conflict still fall within the domain of conflict
resolution.
33

32. Conflict management vs
resolution …....
• If we confirmed that “conflict is functional
for organizations” the emphasis must be in
conflict management.
• Conflict resolution implies reduction,
elimination, or termination of conflict.
34

33. Conflict management vs
resolution …
• But, conflict management does not
necessarily imply avoidance, reduction, or
termination of conflict.
• It involves
– Designing effective strategies to minimize the
dysfunctions of conflict
– Enhancing the constructive functions of
conflict
• in order to enhance learning and
effectiveness of an organization.
35

34. Conflict management
• When conflict arises, it helpful to:
1. Identify the causes and feelings of the
parties involved,
2. Redirect tension and hostilities,
3. Work to integrate ideas rather than
accept a compromise
36

35. Conflict mgt.....
4. Achieve unity between the parties in
conflict,
5. Accomplish real and permanent
solutions,
6. Achieve a sense of fairness among
those involved, and
7. Result in satisfaction for all of the 37

36. Thomas-Kilmann Model
• A two dimensional model of conflict management
• Developed by Kenneth Thomas & Ralph Kilmann,
– Reflects a concern for
• Individuals own out comes – Assertiveness
• An opponents out come - Cooperativeness
– Depending on these two dimensions of Concern 5
basic types of responses created.
38

37. Conflict resolution Strategies
Pressing (1, 9 ) Collaborating (9, 9)
(Competing)
Negotiating
(5, 5)
Compromising
(9,1)
Avoiding (1, 1) Accommodating
Concern
for
self
(Assertiveness)
Concern for production (Other)
(cooperativeness)
39

38. The 5 Options of Conflict Resolution
• The (1,1) Avoiding
– It is unassertive and un cooperative
approach to the conflict.
– Concern for both self and other’s out come
is low
– The supervisor’s role is to remain neutral
and and don't deal with it
41

39. The 5 Options …
• The (9,1) Accommodating
– a wholly unassertive but cooperative
approach
– has a primary concern for productivity.
– all efforts are directed at getting work done
whatever the cost may be.
– This might take the form of selfless
generosity or giving in to another person's
orders when you would prefer not to, or
42

40. The 5 Options …
• The (1,9) pressing /Competing
– wholly assertive and uncooperative approach
– a low concern for performance but a high desire
to have happy, satisfied people.
– It means standing up for your rights, defending a
position which you believe is correct, or simply
trying to beat the other side.
43

41. The 5 Options …
• The (5,5) Compromising
– it is both assertive and co-operative but only to
some extent.
– a moderate concern for performance and for
human needs simultaneously.
– Both sides get something but not everything.
It is a balanced and compromised style.
– The manager tries to balance between the
competing goals of the company and the needs of
44

42. The 5 Options …
• The (9,9) Collaborating
• When both one’s own out come and the others
out come is high
• Aims to attain high performance as well as a
high level of satisfaction through participation
and involvement
– Collaborating requires developed conflict
resolution skills based on mutual respect, a
45

43. • The four different conflict management
techniques
– Accommodation,
– pressing,
– avoiding and
– negotiation (compromise and collaboration).
46

44. 1. Accommodation
• Does not necessarily require any interaction among
the parties.
• It is one of the least Confrontational methods for
dealing with Conflict.
• The conflict ends quickly.
• Other advantages are that the relation between the
parties may be preserved and that the other party
may feel a sense of indebtedness, which may come
in to play in the future. 47

45. 2. Pressing
• When an individuals have as their primary
objective the achievement of their interests
• Are unconcerned about whether other parties get
what they want ( or even wish to “ beat” the other
side) , they often rely on a series of strategies that
are typically described as debatable.
• These strategies include a variety of tactics such as
unchangeable commitment, pressure or promises,
and Persuasive argumentation.
48

46. 3. Avoidance
• The most common response to conflict on any
level is to avoid it.
• In many situations, People avoid conflict when
both they and their organizations would
benefit if they managed it more proactively.
• If avoiding Conflict becomes a habit, however,
important issues, when they arise, may never
be addressed.
49

47. 4. Negotiation
• Negotiation is defined as the process
where by two or more parties decide
what each will give and take in an
exchange b/n them.
–Consists compromise and collaboration
50

48. Approaches to conflict
management
Lose-lose conflict.
– Everyone simply imagines that the conflict
does not really exist and hopes that it will go
away.
– When every one loses.
– Avoidance(1, 1) 51

49. Approaches…
Win-lose conflict.
– Competition.
• One party achieves a victory through the use of
force, superior skills, or domination.
– Authoritative command.
• Use of formal authority to dictate a solution and
specify who gains what and who loses what.
52

50. Approaches…
Win-win conflict.
– It needs recognition by all conflicting
parties that something is wrong and
needs attention
• it stresses gathering and evaluating
information in solving disputes and
making choices.
– Collaboration and problem solving 53