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TEAMWORK SKILLS "Working together as a team means winning together as a team." Group assignment In exam room To get her heart Or to a very importance thing "Coming together is a beginning Keeping together is progress Working together is a success." Team • “A distinguishable set of two or more individuals • who interact dynamically, interdependently and • adaptively to achieve specified, shared and • valued objectives” (Bowers, Clint A., et.al) Team • “Group of people with a full set of complementary skills required to complete a task, job or project • Team members operate with a high degree of interdependence, share authority and responsibility for self-management, are accountable for the collective performance and work toward a common goal and share rewards • A team becomes more than just a collection of people when a strong sense of mutual commitment creates synergy, thus generating performance greater than the sum of the performance of its individual members.” http://www.businessdictionary.com/definition/team.html Teamwork     A joint action by two or more people Each person has complementary skills Express individual interests and opinions To achieve common goals Teamwork • “Teamwork is the definition of cooperative members of a same group working together to obtain the same goal.” • “The process of working collaboratively with a group of people, in order to achieve a goal.” http://www.businessdictionary.com/definition/teamwork.html CASE STUDY: SURVIVE IN THE DESERT? No Items Step (individual point) Step (Group point) Point of experts Flashlight 11 Knife 10 Sectional map of the area 4 Plastic raincoat Compass Compress kit with gauze 45 caliber pistol (loaded) 8 Parachute 12 Bottle of salt tablets 10 chai nước 13 11 Book entitled, Edible Animals of the Desert 12 Sunglasses 13 Vodka 14 Topcoat 14 15 Cosmetic mirror 15 Total SURVIVE>46 points Teamwork conflict  What is conflict? * In everyday speech, conflict is seen as a fight, a struggle, or the clashing of opposed principles (e.g Concise Oxford Dictionary, 1983) * An alternative is to define conflict as a process that begins when one individual or group perceives differences between oneself and another individual or group over something that is important (Thomas, 1992) Causes of conflicts There is a perceived breach of faith and trust between individuals There is unresolved disagreement that has escalated to an emotional level There is miscommunication leading to unclear expectations There are personality clashes There are differences in acquired values There is underlying stress and tension There are ego problems There are combinations of the above Case study 1: What causes conflict? Florence and Shirley were team members in the bakery department Both had the responsibility to clean the display unit, but Florence felt that she was doing it much more often than Shirley She mentioned this to Shirley, but Shirley felt that they were cleaning the unit on a fairly equal basis There was a difference in perception that was unresolved To keep peace in the team, Florence didn't press the issue As time went on, however, she began to resent the fact that Shirley still didn't her share Finally one day, while cleaning out the display, she stopped what she was doing and stormed into the other room to confront Shirley This time she was very angry and emotional, which then caused Shirley to react the same way Each took a position and locked into it The argument continued until the team leader stopped it and moved them to another room After talking through the situation, it was finally resolved The seeds of this conflict were planted when the issue was originally discussed but left unresolved at least to Florence Florence stuffed the emotions into her belly and didn't really deal with them Eventually, her feelings grew in intensity and finally "blew" all at once Case study 2: What causes conflict? Pierre was a consultant with a successful business who had started doing work for Sam, another consultant Sam would hire out Pierre's services and take a fee in the process One day Sam called and said he had a lead if Pierre wanted to take it Sam indicated on the phone that "this isn't the kind of work we are interested in, so if you want to bid it and get the work, just pay me a finders fee." Pierre was successful in getting the work and communicated this to Sam Sam immediately began telling Pierre how he wanted him to the work Pierre thought the work was his alone because of what Sam had said and communicated this to Sam Their discussions were cordial and businesslike Two weeks later, Pierre received a nasty letter from Sam's lawyer indicating he had stolen the work from Sam Pierre attempted to contact Sam, but Sam wouldn't talk with him Pierre was hurt and angry, and began talking to lawyers Then he realized that more money would be spent on the conflict than the contract was worth, so tried another method Pierre wrote Sam an email telling his rendition of the story, and offering to the work under Sam's company name, and pay Sam the agreed finders fee After some continued discussions, Sam agreed The work was performed, everyone received their appropriate share of the fee, and the problem was resolved After the work was complete, Pierre decided never again to work with Sam Case study 3: What causes conflict? Two supervisors, Bill and Don, had been given instructions to reduce their group size by two people Having only 10 people in each group, this was a sizeable reduction Bill's personality tended to favor people He was generally more sensitive to people, and was a caring, thoughtful supervisor Don was just the opposite He was more concerned with group production, and considered people's feelings secondary to the work They met to discuss the staff reduction Bill discussed that he had assembled his group and discussed openly with them the need for the reduction He said the group talked about what could be done for the people who would be leaving Could they help with job searches, resume writing, and referrals? The group even discussed reducing everyone's hours and maintaining the ten people for a while Bill said that he had finally asked for volunteers, and, in fact, two people said they would allow themselves to be "downsized" out Bill was happy with the outcome Don was outraged He couldn't believe Bill had done something so irresponsible "What," he said "if they were your two best people, or people you had just invested training dollars in?" He said Bill should be more concerned with what the group will look like after the dust settles They argued about how this downsizing should occur with all the emotion and passion they could muster It was a real conflict Personality differences are a primary cause of conflict Adapted from Ferguson (2009), Teamwork Skills, Third Edition, Ferguson Publishing Adapted from Ferguson (2009), Teamwork Skills, Third Edition, Ferguson Publishing Case study 3: What causes conflict? One day in 1983, a young worker and an older worker were discussing the state of the country's economy over lunch The subject turned to automobile production, and the young worker stated that he had just bought an automobile manufactured in Japan He said that the quality of Japanese cars was far higher than that of American cars, and proceeded to quote some data to prove it The older worker was visibly angered by this and began to defend American cars and the need to "Buy American" He argued that to buy foreign cars was anti-American, and, "besides, Americans always made good products“ They continued arguing until the older worker couldn't take the discussion any longer His hand was shaking as he said "Look, I lived through World War II, and I would never buy anything made in Japan!" The young worker, however, didn't pick up on the signal and continued citing facts that supported his argument The discussion led to some hard feelings between the two, and it was some time before they could resume their relationship What the young worker failed to recognize was that there were significant events (perhaps the bombing of Pearl Harbor) The older worker wasn't hearing the young worker's argument because he was filtering the entire conversation through his "antiJapanese" filter Finally, this erupted the beginning of a conflict Reactions to conflict Reactions to conflict  Avoiding: those who avoid conflict, denial is never a good way to resolve any conflict, since it is just a way to hide and not facing Communication is important and sometimes you need to be really sharp and sensitive, observe your teamwork  Competing: means domination, and therefore another way to make conflict management another issue itself  Accommodation: means the member is going to be less committed and involved since feeling left behind leads to isolation  Collaboration: having team members ready to collaborate always empowers effectiveness, since they are willing to get involved in conflict as much as in work and achievements  Compromising: once a member feels part of the team and understand its role and value, making him aware of the conflict relevance is easier so that he can commit to help resolving it How to manage conflict? The Steps to Conflict Resolution: STEP Develop an attitude of resolution STEP Set the stage, plan your approach STEP Arrange a place and time to talk STEP Tell your stories, gain an understanding of the issues STEP Listen actively and with empathy STEP Generate solutions and a shared, win-win vision of resolution STEP Test for satisfaction Conflict is Not Always Bad  It improves the group’s situation Conflict forces team members to face possible defects in a solution and thus produce better answers  Workers are more productive Instead of trying to avoid conflict and becoming distant, team members can concentrate on the task at hand  It is a stress reliever By getting a conflict out in the open, group members are given a chance to vent their emotions and release tensions Once the conflict is resolved, the group members may even grow closer  It changes the organization of the group By acknowledging a conflict, group members may discover what they are truly best suited to • “A successful team is a group of many hands but of one mind” —Bill Bethel ... and other emotions as they disengage and ultimately separate from the team Tuckman’s Five-Stage Theory of Group Development Question? A search committee has been created at ABC University to hire