Decisions/Conflict Resolutions

COM 516

Shaneeka Perry-LawsonKaren Boyd

John ShertliffCarrie Evans

Stephanie Hezekiah

January 6, 2012

IntroductionThere are many ways to make decisions and

resolve conflict when working with a group. In this presentation we will discuss:

Team Decision MakingEffective/ Ethical DecisionsConflict: Sources/ SolutionsConflict and Cohesion in Groups

Team Decision MakingThe 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)

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

Decision Making TechniquesMinority Rule

Decision MakingAdvantages

Can be used when everyone cannot get together to make a decision and the team is in a time crunch mode

Disadvantages Does not utilize the

talents of all team members

Averaging Decision Making Advantages

Individual errors and extreme opinions cancel each other out resulting in a better outcome

Disadvantages Letting members with

the greatest expertise make the decision is better than the team averaging results

Decision Making TechniquesExpert Decision Making

AdvantagesUseful when expertise of one person is superior to all team members

DisadvantagesIt is hard to determine the best expert and skills set and knowledge from other teammates are not implemented

Authority Rule without Discussion Decision MakingAdvantages

Should be used when little time is available to make a decision

DisadvantagesOne person cannot be a good resource for all decisions

Authority Rule with Discussion Decision MakingAdvantages

Gains commitment from all team members by discussion and using skill sets and knowledge of all team members

DisadvantagesRequires good communication skills from all team members and a leader is required to make a decision

ConflictConflict 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)

Managing Learning Team Conflict

Team ConflictConflict often results

in three categoriesCommunication

poor listening, insufficient sharing of information, differences in interpretation and perception, and nonverbal cues

Structural Size of the team and

levels of participation

Personal include individual’s

self esteem, personal goals, values and need

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

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.

Effective/ Ethical DecisionsSteps of the decision making process:

Identify the core issuesDetermine decision making approachGenerate optionsResearch optionsEvaluate alternativesReach a decisionImplement and monitor(Carrie)

Decision Making ProcessIdentify 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

Decision Making ContinuedResearch 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?

Ethical DecisionsEthics 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.

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)

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.

Sources of Interpersonal ConflictLimited 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.

Five Interpersonal Management StrategiesAvoidance: 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.

Tips for Managing ConflictControl Temper and Emotions

Understand the Issues

Pick Your Battles

Search for Common Goal

Conflict Prevention TechniquesTeam 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.

Conflict and Cohesion in GroupsThree 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)

ConflictFive Styles of Conflict

Avoidance - avoid the conflictAccommodation - giving in.Competition - not concerned with group goalCompromise- meet halfwayCollaboration-look for other solutions

ConflictFive Approaches to Conflict Management

4Rs Method-reasons, reactions, results, resolutionsAEIOU Model-assume, express, identify, outcome, understandingNegotiation-bargainingMediation-third party facilitatesArbitration-arbitrator makes decision

CohesionCharacteristics of Cohesion

InteractionSupportive CommunicationConform to Group ExpectationsSuccessful Approaches to Achieving GoalsMember Satisfaction

Balancing Conflict and CohesionPoorly 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.

ConclusionWhen 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.

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 inEd 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-EXKenneth 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, 241-259Personal 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.pdfStephen 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