1. OVERHEAD REDUCTION TASK FORCE
Part II

2. Meeting with Dixon Both pushed upwards to get:
A good team design (composition/small size/good skills mix)
Commitment of resources
Top management support in the form of Dixon launching the task force
Both did so successfully in their own way using their own styles

3. Team Launch
Both were uncompromising and authoritative about the ends states to be achieved
Both were equally insistent that the group determine the means
Both established clear boundaries (e.g.., closing the door, using names, referring to the team as an entity)
Both set basic norms of conduct and parameters
Although emphasized that the team was responsible to manage itself, there were some definite do’s and don'ts (confidentiality, can’t terminate the newest employees)
Both accomplished these objectives in their own way using very different styles

4. TEAM DESIGN Supportive Context Clear Direction
Authority to manage the work—The Means
Enabling Structure (Membership)
Small size (max of 6)
Skill level
Right mix of skills
Technical, Problem solving/decision making, Interpersonal
Heterogeneous

5. Team Launch
Both were uncompromising and authoritative about the ends states to be achieved
Both were equally insistent that the group determine the means
Both established clear boundaries (e.g.., closing the door, using names, referring to the team as an entity)
Both set basic norms of conduct and parameters
Although emphasized that the team was responsible to manage itself, there were some definite do’s and don'ts (confidentiality, can’t terminate the newest employees)
Both accomplished these objectives in their own way using very different styles
So what should Larry/Lara try to accomplish in the first meeting?

6. STAGES OF TEAM DEVELOPMENT
Forming
Let concerns be aired
Provide reassurance
Nudge the group toward the task
Ask for commitment
Storming
Norming
Performing
Adjourning

7. ORTF: LESSONS LEARNED Importance of getting up front conditions right
Consider team design issues slides
Importance of the initial launch by the person who created the team and doing that launch well regarding:
Direction (see means vs. ends slide)
Group boundaries
Initial behavioral norms

8. ORTF: LESSONS LEARNED Timing is critical
Continuities exist in the life of a group
Team design and coaching behavior are interdependent
Team leader’s job
Ensure favorable conditions
Upward and lateral influence for effective design
Coaching members to take full advantage of the situation
Consider timing
Coach the group through the stages of group development
Maximize process gains and minimize process losses

9. Conflict Management & Negotiation

10. Managing Conflict: High Performance Low Conflict Complacency Managed
Intense
Conflict

11. Definitions Conflict Negotiation
Interaction of persons who perceive incompatible goals and interference from one another in achieving those goals
Negotiation
A process in which two or more parties attempt to reach acceptable agreement in a situation characterized by some level of disagreement.

12. KEY STEPS Analyze Situation Analyze other party(ies)
Identify your needs
Importance—Is it worth it?
Zero-sum
Strength of position
Future Interactions?
Analyze other party(ies)
Real needs, interests
Strengths/Weaknesses
Their styles/approach
Select Appropriate Approach
Conflict Style
Negotiation (Integrative, Distributive)

13. Styles of Conflict Resolution
Aggressive
Competition
(forcing)
Collaboration
(Marriage Counselors/Labor mediation)
(Manager exerting authority)
Satisfy
Self?
Compromise
(Union-Management)
Avoidance
Accommodation
Passive
(Most common approach)
(Acquiescent Parent)
Uncooperative
Cooperative
Satisfy Other?
(Cooperativeness)

14. INTEGRATIVE NEGOTIATION
Conditions
Generally best
Win-Win is possible
Opponent is willing

15. DISTRIBUTIVE NEGOTIATING
Conditions
Zero-sum game
Opponent is distributive
You have the power
Relationship not critical

16. DISTRIBUTIVE STRATEGIES
Identify target and resistance points
Realistic Goal?
Start moderately high/low, make concession, get stingy
View initial offers as a starting point
Persuasion
Leverage Power: Facts, Experience, position
Fairness
Emotions
Closed
Manage Perceptions/Framing

17. DISTRIBUTIVE NEGOTIATION EXPERIENTIALLY
Experience #1: Used Car Purchase/Sell
Decide on a “buyer” team and a “seller” team
Read only the situation and your role (2 minutes)
Teams strategize and fill in the three blanks at the end of your role (5 minutes)
10 minutes to negotiate
Ugli Orange
Decide on a “Dr. Jones” team and a “Dr. Roland” team
Have a team rep get your briefing sheet
30 minutes to read and negotiate

18. KEY STEPS Analyze Situation Analyze other party(ies)
Identify your needs
Importance—Is it worth it?
Zero-sum
Strength of position
Future Interactions?
Analyze other party(ies)
Real needs, interests
Strengths/Weaknesses
Their styles/approach
Select Appropriate Approach
Conflict Style
Negotiation (Integrative, Distributive)

19. INTEGRATIVE NEGOTIATION
Conditions
Generally best
Win-Win is possible
Opponent is willing
Key?
Integrative Strategies?

20. INTEGRATIVE NEGOTIATION
Integrative Strategies
Openness
Trust
Flexibility
Begin Positively
Focus on the Issue
Remain Rational
Use objective criteria

21. Styles of Conflict Resolution
Aggressive
Competition
(forcing)
Collaboration
(Marriage Counselors/Labor mediation)
(Manager exerting authority)
Satisfy
Self?
Compromise
(Union-Management)
Avoidance
Accommodation
Passive
(Most common approach)
(Acquiescent Parent)
Uncooperative
Cooperative
Satisfy Other?
(Cooperativeness)

22. CHOOSING A STYLE Competition (forcing) Collaboration
Time is an important constraint
Issue is unpopular/action must be taken
Commitment is not critical
Competitive others
You have the power
Collaboration
Too important for compromise
Time pressures are minimal
All want win-win
Communication-based

23. CHOOSING A STYLE Avoidance Accommodation Compromise Issue is trivial
Costs/disruptions outweigh benefits
Problem may solve itself
Based on personal differences
Accommodation
Issue is more important to the other party
Stockpile Credits
Minimize loss
Compromise
Equal power with exclusive goals
Temporary solution to a complex issue
Tight time constraints

24. LEADERSHIP

25. What is Leadership?
The ability to influence, motivate, and enable others to contribute to the effectiveness and success of the organizations of which they are members.
Robert House (2004)
The ability to influence a group toward the achievement of a vision or set of goals.
Robbins & Judge (2008)

26. History of Leadership Thought
Trait Theories ( -1940s)
Behavioral Theories (1940s-1960s)
Contingency/Situational Approaches (1960s- )
Contemporary
Transformational Leadership

27. Trait Theories of Leadership
"GREAT MAN" Theories
Little agreement on leadership traits
Traits can be developed/improved
In isolation, narrow traits have little utility

28. Trait Theories Today CANOE Dimensions Charisma Confidence Credibility
Extroversion relates most strongly to leadership
Conscientiousness and openness to experience strongly related to leadership
Charisma
Confidence
Credibility
Integrity
Track Record
Emotional Intelligence

29. Emotional Intelligence
Ability to detect, express, and manage emotion in oneself and others.
Other
(Social Competence)
Self
(Personal Competence)
Self Awareness
Social Awareness
(Empathy)
Self-Management
Relationship Management
Recognition
of emotions
Regulation
of emotions

30. “The caring part of empathy, especially for people with whom you work, is what inspires people to stay with a leader when the going gets rough. The mere fact that someone cares is more often than not rewarded with loyalty.”
James Champy, Outsmart

31. BEHAVIORAL APPROACHES: OHIO STATE STUDIES
LEADERSHIP BEHAVIORS:
1. Initiating structure:
The extent to which a leader is likely to define and structure his or her role and those of subordinates.
2. Consideration:
The extent to which a leader is likely to build job relationships characterized by mutual trust, respect for subordinates' ideas, and regard for their feelings.
Effective leaders achieve both.

32. BEHAVIORAL APPROACHES: MICHIGAN STUDIES
LEADERSHIP TYPES:
1. Production Oriented Leaders:
Focus on the technical or task aspects of the job
See people as a means to goal accomplishment
2. Employee Oriented Leaders:
Emphasize interpersonal relations
Take a personal interest in subordinate needs
Accept individual differences
Effectiveness is associated with employee oriented leadership behaviors.

33. Blake/Mouton Leadership Grid
High
Low 9 8 7 6 5 4 3 2 1
Concern for Production
1,9 Country Club Management
Thoughtful attention to needs of
people for satisfying relationships
leads to a comfortable, friendly
organization atmosphere &
work tempo.
9,9 Team Management
Work accomplishment is from
committed people; interdependence
through a “common stake” in
organization purpose leads to
relationships of trust & respect.
5,5 Middle of the Road Management
Adequate organization
performance is possible through
balancing the necessity to get out
work with maintaining morale of
people at a satisfactory level.
9,1 Authority-Compliance
Efficiency in operations results
from arranging conditions of
work in such a way that
human elements interfere to a
minimum degree.
1,1 Impoverished Management
Exertion of minimum effort
to get required work done is
appropriate to sustain
organization membership.
Concern for People

34. BULLY OR VICTIM? Was Hallums a bully? Or, was he a victim? Why?
Have all the contingencies been taken into account?
Who were his followers?
Does it matter?
Was Hallums a good leader or a poor leader?
What can we conclude about leadership?

35. BULLY OR VICTIM? Conclusions
There is no one best style of leadership
Effective leaders possess and use more than one style of leadership.
Effective leaders alter their task and relationship orientation to fit the situation.
A small set of employee characteristics and
(e.g., ability, experience, need for independence)
Environmental factors are relevant contingencies
(e.g., task characteristics of autonomy and variety)
Consider Leadership that gets results (pp )

36. Leadership That Gets Results
Coercive
In a crisis or genuine emergency
Authoritative
Changes require a new vision; Clear direction is needed
Not good if followers are more experienced than leader
Democratic
To build buy-in or consensus; get input from valuable/committed employees
Leader is uncertain
Pace Setting
Get quick results from highly skilled and self motivated professionals
Affiliative
Heal rifts in a team or motivate during stressful circumstances
Coaching
Help an employee improve performance or develop strengths
Must want to improve