Third Party Intervention

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THIRD-PARTY INTERVENTIONS

Prior focus on the parties, and what they can do

themselves

Here, focus shifts to TPI (Third Party Intervention)

Why is TPI used? Why not?

Advantages

Disadvantages

When is TPI used? A: Mainly at impasse, or when

potential for impasse is high 2/16/2015 2

Third-party intermediaries are people,

organizations, or even nations (in an international

perspective) who enter a conflict to try to help the

parties de-escalate or resolve it (Burgess, 2004).

Formal intermediaries are people who are

professional conflict resolvers and who are hired

specifically to do that job. They maybe professional

mediators, arbitrators, facilitators, or judges, who

work privately or with a government agency.

Informal intermediaries are people who find

themselves in an intermediary role, but it is not

something they usually do as a profession.

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High risk with raising an issue

Patterns of behavior are hard to change

Potential for violence

When the parties arent able to clarify the basis of

the conflict

When external parties request a third party

When Is Third Party Intervention

Useful?

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What Do Third Parties Do?

There are three general types of third parties--arbitrators,

mediators and facilitators. They differ in terms of the degree

of control they have over the settlement terms, their role in

the negotiation or conflict dialogue process, and their

knowledge of the issues in dispute.

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WALTONS APPROACH TO THIRD PARTY INTERVENTIONS :

PEACE MAKING INTERVENTIONS

In WALTONS METHOD, Walton has presented a statement of theory and practice for third-party peace making interventions that is important in its own right and important for its role in organization development.

Third party interventions involve confrontation and Walton outlines confrontation mechanisms. A major feature of these mechanisms is the ability to diagnose the problem accurately.

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Conflict

Conflict is inherent in groups and in organizations. It can

arise from a variety of sources (Cummings, T.&Worley, C.,

2001):

Personality

Task orientation

Perceptions among group members

Competition over scarce resources

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Conflict can:

Enhance motivation

Enhance innovation

Lead to better understanding of ideas and views

On the other hand, conflict can:

Prevent people from working together constructively

Destroy necessary task interactions among group members

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The diagonistic model :

The model is based on four elements:

1. The conflict issues.

2. Precipitating circumstances.

3. Conflict relevant acts.

4. The consequences of the conflict.

It is also important to know the source of the conflict.

Sources:

Substantive issues, which is conflict related to practices, scarce resources,

and differing conceptions of roles and responsibilities.

Emotional issues, involve feelings between the parties, such as anger, hurt,

fear, resentment, etc.

The former requires bargaining and problem solving and the latter requires

restructuring perceptions and working through negative feelings.

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Substantive Issues

Involves disagreement sover policies and practices,

competitive bids for the same resources and differing

conceptions of roles and role relationships.

Require problem-solving and bargaining behaviors

between the principals.

Emotional Issues

Involves negative feelings between the parties(e.g., anger,

distrust, resentment, fear,rejection).

Requires restructuring perceptions and workin gthrough

negative feelings.

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Further, Walton has outlined the ingredients of a productive confrontation (the process of addressing conflict), they are:

Mutual positive motivation, which refers to the willingness on both parties t resolve the conflict.

Balance of power. There ought not be any power differentials between the parties involved in a confrontation.

Synchronization of confrontation efforts. The two parties must address the conflict simultaneously.

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Differentiation and integration of different phases of the

intervention must be well paced. The intervention involves working

through negative feelings and ambivalent positive feeling. The intervention

must allow sufficient time for this process to take place.

Conditions that promote openness should be created. This could

be done through setting appropriate norms and creating a structure that

encourages openness.

Reliable communicative signals. This statement refers to using

language that is understood by the parties involved in the confrontation.

Optimum tension in the situation. This means that the stress

experienced by both parties ought to be sufficient to motivate them but not

too excessive.

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Control Over Settlement Terms

Arbitrators Varies from a lot to none

Mediators Little, if any

Facilitators None

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Role in the Process

Arbitrators Structures the process, may influence

the process

Mediators Structures the process (with

different levels of participant input)

Facilitators Structures the process

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Knowledge of the Issues

Arbitrators Usually a lot

Mediators Little if any

Facilitators Little if any

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What Kind of TPI Is Appropriate?

Level of Negotiator Control

o Over Outcome

Control of

Procedure Low High Low Autocracy Mediation

Fact-finding

High Arbitration Negotiation

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Common Third Party Interventions

Fact-finding

Without recommendations

With recommendations

Arbitration

Conventional arbitration -- arbitrator has great freedom to fashion a

remedy within confines of an arbitration agreement

Final Offer Selection (FOS, a.k.a. sudden death)

Mediation

Other forms -- some details on these later

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Fact Finding

Objectives:

Discover parties positions; clarify them

Possibly publicize them

Possibly make recommendations

Theories:

Parties may not be communicating clearly -- disagreement may be

simply a misunderstanding

Publicity may shame the unreasonable to change

Report or recommendations may guide others

Reality: Not used much. Disagreements are real, public

often doesnt care or understand 2/16/2015 18

Arbitration

Makes a decision for the parties

Generally used where basic principles are not at stake; a

decision may be as, or more important, than what the decision is

Some problems with arbitration

Decision-acceptance: Parties lack commitment

Biasing: Partiality endangers acceptability

Half-life: Decisions almost inevitably anger losers

Narcotic or dependence: Excess reliance

Chilling: Discourages negotiation (FOS ?)

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FOS Arbitration: Final Offer Selection (a.k.a. Sudden Death)

Expressly designed to counter chilling effect

Theory: Conventional arbitrators may adopt split the difference approach; parties expect this,

and adjust

Parties response: Take extreme positions

This lessens chances for reaching agreement

FOS arbitrator must select one partys position

Creates new incentive for parties: Try to be a tad more reasonable (arbitrator-

acceptable) than the other side

Parties may find they are not too far apart, and reach agreement on their own

Also, parties have shaped the agreement more directly, at least with no modifications

option (purest form of FOS)

Should reduce decision-acceptance problems

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The terms "third party" and "intermediary" are both used to refer to a person or team of

people who become involved in a conflict to help the disputing parties manage or resolve it.

Third parties might act as consultants, helping one side or both sides analyze the conflict and

plan an effective response. Alternatively, they might act as facilitators, arranging meetings,

setting agendas, and guiding productive discussions. Facilitators will also usually record what

was said, and may write up a short report summarizing the discussions and any agreements

that were reached.

A more active and powerful third party role is that of mediator. Mediators not only facilitate

discussions, but they usually impose a structure and process on the discussions that is

designed to move the parties toward mutual understanding and win-win agreements. While

many different styles of mediation are common, most mediators have the conflicting parties

sit down together to explain to each other their views about the nature of the problem and

how they think it might best be solved. The mediator often tries to get the disputants to

focus on underlying interests (the things they really need or want) more than their initial

opening positions (what they initially say they need or want). By clarifying the divergent

views and reasons for those views, mediators can usually get the parties to develop a

common understanding of the situation, which often yields a solution which satisfies the

interests of all parties. While some mediators take a stronger role in option identification

and selection than others, mediators do not have the power to impose a solution. At most,

they can suggest a solution, which the disputants may or may not accept. 2/16/2015 21

The most powerful third party role is that of an

arbitrator. An arbitrator listens to presentations made by

both sides, examines written materials and other

evidence relating to a case, and then makes a

determination of who is right and who is wrong, or how

a conflict should be settled. Usually, the arbitrators

decision is binding and cannot be appealed. Thus, the

arbitrator is the most powerful type of intermediary.

Arbitration works well when the parties simply want a

settlement, and do not worry about losing control of the

process or the outcome. For parties that want to

maintain control, however, the other forms of

intervention (mediation or facilitation) are often

preferred.

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Presented by: Shraddha Thakker (07bs4614)

Urmi J. Shukla (07bs4643)

Team Building Interventions

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Distinction between

Groups and Teams

A work group is

- a number of persons

- usually reporting to a common superior

- having some face-to-face interaction

- persons have some degree of interdependence in carrying out

tasks for the purpose of achieving organizational goals

A team is

- a form of group

- has some characteristics in greater degree than ordinary groups

- and a higher degree of interdependency and interaction

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Why People Join Teams?

Feel stronger

Reduced insecurity of remaining alone Security

Recognition to members Status

Feeling of self worth Self- esteem

Fulfill social needs through interaction Affiliation

Things cannot be achieved individually can be achieved through group actions Power

Pooling of talents, knowledge or power enables to get job completed Goal achievement

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What Is Team?

Team is a group of a persons- supervisor and members interacting with each other.

Listening

Participating

Collaborating

Supporting

Coordinating

Motivating

Effectiveness of team is not merely measured in completing a task or reaching a decision, a team must be aware of the process.

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What Is Team?

Collection of people relying on group

collaboration achieve success and goal achievement.

Importance is on joint, concerted and

coordinated effort which generate positive energy

to achieve goals.

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Benefits Of Team Building

Management, complexity of task and situation requires to be creatively and collectively managed.

Capable of rapid response to situations.

Encourages high motivation and consequent achievement.

Level of commitment is high.

Collaborative strength of team and teams are task oriented.

All the members benefits from the team individuals and organization.

Achieve higher level of productivity and performance.

Expanded job skills as they do each others job this increases organizational flexibility to deploy members in long run.

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Life cycle of team

Forming

Storming

Norming

Performing

Adjourning

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Stages of Group Development

E X H I B I T 82

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Characteristics Of Effective Teams

Clear purpose to all

Members know their goals mission, vision

Participation

All members are listened as there is effective interaction

Consensus decision making

Situation is diagnosed by joint decision and problems are solved through cooperation and supportive relationship

Leadership

Anyone is free to volunteer and leaders role is supportive and informal

Trust and respect for one another 2/16/2015 32

Characteristics Of Effective Teams

Close sense of identification

High degree of group loyalty, group solidarity or cohesiveness.

Positive synergy

Level of performance is greater due to coordinated effort

Self assessment

Periodic examination how well the team is functioning?

High performance teams

All the above + commitment, ambition, mutual accountability members are interchangeable with complementary skills

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Strategies For Team Building

Diagnosis Task

accomplishments

Team relationships

Team and organization

processes

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Strategies For Team Building

Work

Team

Building

Activities

A. Diagnostic Meetings:

unfreeze the members to be ready Joint data collection Feedback data and discuss problem areas

of the group

B. Team building focused on:

Task accomplishment including problem solving, decision making, role

clarification, goal setting

Building and maintaining effective inter personal relationships

Understanding and managing group process and culture identify barriers and

seek collaboration

Role negotiation techniques.

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Types Of Teams

Work team

Comprises of section/work group i.e. supervisor and his employees

Problem solving teams

Common in 1980s

Quality circles, productive teams, task force etc.

Not given authority to unilaterally implement any of their actions.

Members are from the same section or department

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Cross functional teams

Become vogue in 1990s

Composed of members from different departments to coordinate complex projects and are from same hierarchical level

Effective way to exchange information, develop ideas and solve problems and solve complex projects

Gradually builds trust and team work as people are from different back grounds, with different experience and perspective. Self managed teams

Cross functional so skills are complementary

Collective control over work and are empowered

Sharply focused objective

Near complete operational and decision making autonomy- set their rules to operate

Every member has separate role for his department

Training and grooming of members as business managers

Self evaluation

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TEAM WORK Successful teams have a combination of qualities summed up

in acronym team work

T :- trust

E:- enthusiasm

A:- ambition to succeed

M:- mutual interest

W:- workability of goals

O:- openness to share ideas

R:- resilience

K:- key result areas

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How Team Manage Themselves?

Form the team

Set targets

Plan the activity

Analyze problems

Find solutions

Put into action

Validate the result

Register

achievement

6-8 cross functional members

Investigate current conditions

Assign every member a role

Identify the causes

Consult the leader if necessary

Ensure unity of purpose

Is the solution permanent

Acknowledge result as target

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Different Types of Teams

Cross-Functional Teams: comprised of individuals with

functional home base- eg. Manufacturing, design, eng

etc.- but they meet regularly to solve ongoing challenges

requiring input from a number of functional areas

Effective Teams: are relaxed, comfortable and informal

High-Performance Teams: have strong personal

commitment to each other- commitment to others

growth and success

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Effective Team

An effective team has certain characteristics that allow the team

members to function more efficiently and productively.

An effective team develops ways to share leadership roles and ways to

share accountability for their work products, shifting the emphasis from

the individual to several individuals within the team. A team also develops

a specific team purpose and concrete work products that the members

produce together.

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Major approaches to Team Building

Formal work group diagnostic

meeting

Formal work group tem-building

meeting

Process Consultation

Gestalt OD 2/16/2015 42

THE FORMAL GROUP DIAGNOSTIC MEETING

Its purpose is to conduct a general critique of the

performance of the group and to uncover and identify

problems on which they will work on

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THE FORMAL GROUP TEAM-BUILDING

MEETING

It has the goal of improving the teams effectiveness through

better management of task demands, relationship demands

and group processes.

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PROCESS CONSULTATION INTERVENTIONS

Process consultation model is similar to team-based

interventions

It places greater emphasis on diagnosing and understanding

process events

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GESTALT APPROACH TO TEAM

BUILDING

Focuses on individual than the group

It is based on the belief that persons functions as whole total

organisms.

And each person possesses positive & negative characteristics

that must be owned up to &permitted expression

People get into trouble when they get fragmented, when they

do not accept their total selves &when they are trying to live

up to the demands of others rather than being themselves

The goals of gestalt therapy are:

Awareness,Integration,Maturation,Authenticity,Self-

Regulation,Behaviour Change, 2/16/2015 46

Basically one must come to terms with oneself, must accept

responsibility for ones actions, must experience & live in the

here & now & must stop blocking off awareness, uthenticity &

the like by dysfunctional behaviours

It can be applied to boss-subordinate relations & team building.

The primary thrust is to make the individual stronger, more

authentic & more in touch with the individuals feelings building a

better team. The individual must recognise, develop, &experience

his potency & ability to cope with his organizational world

whatever its present condition.

To do this people must be able to express their feelings fully both

positive / negative. They must learn to stay with transactions

with others & work them through to than suppressing negative

feelings or cutting off transactions prematurely.

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Techniques and Exercises used in Team

Building

ROLE ANALYSIS

TECHNIQUE INTERDEPENDENCY

EXERCISE

APPRECIATIONS &

CONCERNS EXERCISE

ROLE NEGOTIATION

TECHNIQUE

FORCE-FIELD ANALYSIS

RESPONSIBILITY

CHARTING VISIONING

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Steps in Team Intervention

Step 1 - Identify At-Risk Population

Step 2 - Initial Intervention Team Meeting

Step 3 - Interventions Begin

Step 4 - Second Intervention Team Meeting

Step 5 - Request for Further Testing

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Key Issues

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Creating a Healthy Environment

Developing an Agenda

Establishing Team's Expectation

Setting Priorities

Task Versus Interpersonal Focus

Follow-up Sessions

Step 1 - Identify At-Risk Population:

It must be determined which members are at-risk. The lowest 10% in each

level will be the target group.

Identify them by considering Previous years review or with various

assessment technique.

Step 2 - Initial Intervention Team Meeting:

- Review data with all personnel in attendance

- Brainstorm interventions (interventions must be research-validated). Other

interventions may have been agreed upon during the initial Intervention Team

meeting.

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