1. The role of positioning, power, influence, and conflict in teams
Stage 3 Storming:
The role of positioning, power, influence, and conflict in teams

2. Agenda Handbook project Overview of storming
Team-building & conflict styles
Conflict dialog
Conflict styles
Stages, effects & interventions
Team time on Handbook
Team processing

3. Q:
What is the storming stage?
Why does storming usually follow Forming?
What characterizes this stage (describe behaviors)?
What does the team learn during this stage?
Are there any benefits to conflict?
What can happen if this stage is not successfully resolved?

4. http://store. teambuildinginc

6. What are your associations to the word, “conflict ” ?
Beliefs about conflict…
Conflict is generally negative and destructive
It is better to ignore small problems
Recognizing conflict can make it increase
Problems will work themselves out
Conflict is the result of bad management
There are usually single, simple causes of conflict
Assoc & beliefs

7. Thomas-Kilmann Conflict Mode Instrument:
5 styles of conflict
Thomas Kilmann

8. Conflict Management Plan
Conflict Level
Low
Moderate
High
What are the characteristics of this level of conflict?
What are the effects of this level of conflict?
What are options for dealing with it?

9. The Cost of Conflict Over 65% of performance problems result from
strained relationships rather than skill or motivation
problems
The amount of managerial time spent dealing
with conflict was 30% in 1976 and 42% in 1996
Amount of time wasted during conflict can be as high as
50% of gross salary, defending, avoiding & venting
Chronic unresolved conflict is a decisive factor in 50% of
people leaving, and 90% of involuntary terminations
Projected costs should include estimates of wasted time,
reduced decision quality, loss of skilled employees,
restructuring, sabotage, lowered motivation, lost work time,
and health costs, loss of innovation & initiative.
Cost of conflict

10. When it really gets bad…
In million cases were filed in US courts at a cost of $300 billion
20% of Fortune 500 executives’ time is spent on litigation related activities
Average cost is $80,ooo per case for wrongful discharge and employment related suits
The number of employees seeking help for work related conflict went from 23% in 1999 to 30% in 2001; employees seeking help for harassment tripled
Total value of lost worktime estimated due to conflict is $1.7 billion (Health & Wellness Research Database, 2005)
Presenteeism— when employees who have intent to turnover do not leave the company, but remain with low morale, low productivity, and affect others; 3x higher than absenteeism
Conflict accounts for up to 90% of involuntary departures; retraining costs 1.5x salary,
Cost cont’d

11. The Effects of Unresolved Conflict
e.g., as a result of poorly managed conflict an employee leaves the company
e.g., how long will it take a new employee to be integrated productively into a conflicting team
e.g., unpleasant work environment when conflict becomes enculturated

12. Outcomes of Conflict: The Good, Bad and Ugly
clarify important issues & concerns
abilities and potentials surface
motivate people to do better
provide creative, constructive, innovative ideas
stimulate energy
require new decisions & rules
generate changes to prevent future disputes
facilitate understanding of people & problem
increase trust and improve relationships
and the Bad & Ugly…
consumes time & energy
takes people away from primary tasks
promotion of self interest at expense of organization
stress induced illness
lower morale, sabotage, polarization, job dissatisfaction, loss of
productivity, apathy, etc.
Good bad ugly

13. Conflict rises

14. Teambuilding & conflict style awareness Conflict Management Skills
What you need to know
Teambuilding & conflict style awareness
Types of conflict
Level of conflict
Problem to solve
Disagreement
Contest
Fight/flight
Intractable
Your style
Interaction of styles
Implications of styles
Plan for dealing with conflict
Facts (easy)
Methods
Goals
Values (difficult)
Conflict Management Skills
Need to know

15. Effectively Managing Team Conflict
Steps to resolve

16. Steps to resolve2

17. Tompkins observed that successful learning teams went through a four-stage process before they achieved collective or organizational learning. The four stages were collaborative climate, collective understanding, collective competency, and continual improvement. Successful groups cycled progressively and sequentially through each stage. However, if a critical event or factor was not achieved, teams “stalled” in the process or cycled recursively to an earlier stage.
Methods
Establish trust
Differences complement
Disagree without personal attacks
Be direct, not behind backs
Understands goals
Convergent purpose
Champ refocus on issues not people
Gatekeeper
Team advocate
Weigh pros and cons
Learn from mistakes
No blame
Devil’s advocate/challenger
Question methods/means
High work flow
Anticipation of strength/weaknesses
Conflict clarifies issues
Debate & dialogue

18. Conflict Analysis
Concisely describe the conflict situation (who, what, sources of conflict, stage, symptoms, etc.)
Describe the dynamics of the situation that enabled the conflict to emerge and prevented it from resolution (history, norms, stakeholders, crises, etc.)
Identify what efforts toward resolution were attempted (what worked and didn’t, why?)
What would you recommend (do what, with whom, your rationale)
Team task