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Day Two - Storming. Feelings Behaviors Tasks. The Rules for “The Hunt”. Figure out each of the ten items. Purchase and get a receipt for each item. Cannot call students who have taken this course. Log in at New Ventures when your team is done. - PowerPoint PPT Presentation
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Day Two - Storming
•Feelings•Behaviors
•Tasks
The Rules for “The Hunt”
Figure out each of the ten items. Purchase and get a receipt for each item. Cannot call students who have taken this course. Log in at New Ventures when your team is done.
Whole team needs to arrive back before log-in. Ready to begin class at 10:00 a.m.
Score: Based on accuracy, thrift, and speed, not necessarily in that order.
Cash Award for winning team. Clue Sheet Handout.
The Hunt
Accuracy: Most items.
Thrift: Lowest expenses.
Speed: Log-in times.
Team Scores. Winner. Discussion.
Conflict Every day. Every person. Everyone wants to
participate in decisions that affect their lives.
Everyone participates in conflict every day.
Team Exercise:The Princess Story
Fill out form individually first.
Meet in your teams. Make consensus
decisions together: Who is most
responsible for death of the lovely princess?
Tape your interaction.
Exercise: Video Review and Team Meeting
Review video of “The Princess Story” exercise.
Use “Team Analysis Form”. Run tape, then:
Analysis and conversation. Use the five-step process in the Team
Meeting. Back in about an hour.
Large Group De-briefing
Plus: What did we do well?
Delta: What can we improve upon?
How well are we functioning as a team?
Meetings to Inform
Tell all meetings Lots of Reports Very little
interaction People are bored No consent agenda Attendance goes
down
Meetings to Persuade
Selling already formed opinions.
Defending a position.
Listening to refute. Unfavorable
reaction to disagreement.
Meetings to Problem
Solve
•Solve real problems.
• Search out new ideas.
• Listen for understanding.
• No speeches.
• Stimulate differences of opinions.
The Five Steps
Five Step Team Meeting Process: Step One – Purpose, Benefits and
Rules. Step Two – Get everyone’s opinion,
insight, perspective. Step Three - Find areas of
agreement and disagreement. Step Four – Resolve disagreements. Step Five – Develop an action plan.
Step One: Kick Off
Welcome everyone. Provide a clear,
specific purpose. Benefit of the
meeting. Ground rules for the
meeting. Mapping the process.
Step Two: Issue Analysis
Meeting run by facilitator. Get everyone’s opinion,
insight, perspective. Round robin solicitation. Start with the least vocal. Note ideas, opinions on a
board or chart. Question each other but no
criticism. Analysis only - no solutions
yet.
Step Three: Cards on the Table
Ask each person for agreements or disagreements on each issue.
Show agreements with “A”. Show disagreements with
“D”. Identify areas of agreement
and disagreement. Do not yet try to resolve them.
Step Four: Resolve Disagreements
Clarify the areas of disagreement: Factual, interest or value
conflict? Focus on interests not
positions. Specify areas of
disagreement and why. Search for resolution in the
group.
Step Five: Create an Action Plan
Move toward a plan of action.
Be clear about who is going to do what and by when.
Be specific about these plans.
Make sure each party knows what the plan is.
Types of Conflicts
and How to Solve Three basic kinds of
conflicts: Factual/ judgment Interest/ goal Value / ethical
All three kinds may be present.
Knowing what kind is a big help in knowing how to manage.
Factual/ Judgment Conflicts Arise from the perception
that the other party has drawn a different (often assumed to be wrong!) conclusion about an empirical situation.
Example: Coke can.
Managing Factual and Judgment Conflicts
Keys to resolution: Anticipate ahead – keep good notes,
reports. Be clear about what the facts or
judgments in dispute are. Discuss what would resolve the dispute.
Agree to find that information. Incorporate more information, data,
insights and reasoning for a more inclusive, accurate and objective view.
Goal / Interest Conflicts
Arise from the perception of incompatible interests or goals.
Examples: Goals / Objectives Limited Resources Quality vs.
quantity
Issue, Interest and Position
Issue: The problem, dispute or conflict.
Interest: What a party values; tangibles and intangibles that the follower wants achieved.
Position: The means proposed or solutions offered regarding the issues that will achieve the party’s interests.
Managing Interest Conflicts
Keys to resolution: Distinguish between interests
and positions Generate complete set of
interests Look for similar interests,
compatible interests, different interests
Identify what makes the interest conflicting – can certain elements be changed, delayed, moved, altered, etc.
Value Conflicts
Arise from the perception that the other’s behavior should have been different.
Examples: Ethics, fairness,
justice. Normative
expectations. Rule-following.
Managing Value Conflicts
Keys to resolution: Values or standard
clarifications. Applicability of
standards. Comparison of
behaviors to standards.
Redress of grievances.
Two Common Methods
Hard Bargaining: contest of wills takes extreme position holds out longer
Soft Bargaining: avoids personal conflict makes concessions readily wants an amicable resolution
Third Way:Principled Negotiation
Neither hard nor soft. Decides issues on their merits. Looks for mutual gains. Results based on fair standards. Hard on merits, soft on the people. Neither side takes advantage of
other person.
Arguing over Positionsis not efficient
Hard bargaining usually takes a lot of time (which adds to the costs).
Positional bargaining provides incentives for both sides to employ delay tactics: Dragging your feet Walking out of the room Stonewalling, filibusters Stubbornly holding positions
Arguing produces Un-wise agreements
Too much attention paid to locking oneself into a position.
Little attempt to understand or listen to the other side.
Ego becomes identified with position. Result is an agreement that often is
not satisfying to either party.
The Problem
Haggling Arguing Hard bargaining
often does not reach an agreement at all
AND often destroys the
working relationship in the process.
Principled Negotiation:Three Criteria
1. Should produce a wise agreement.
2. Should be efficient.
3. Should improve or at least not damage the relationship.
Four Major Points
1. Separate the people from the problem.
2. Focus on interests, not positions. 3. Generate a variety of alternative
solutions for mutual gain (both parties).
4. Insist that the results be based on some objective standards.
Thomas’ Joint Outcome Space
Collaborative10,10
Accommodating0,10
Avoiding0,0
Competing10,0
Compromising5,5
Degree of Satisfaction of the Other’s Concern
Deg
ree
of S
atis
fact
ion
of th
e Pa
rty’
s Con
cern
Zero-sum Line
Thomas, K. W. (1992). Conflict and negotiation processes in organizations. In: Handbook of industrial and organizational psychology, Vol. 3 (2nd ed.). Dunnette, M. D. & Hough, L. M.; Palo Alto, CA: Consulting Psychologists Press, Inc, 651-717
Thomas / Fisher & Ury Best conflict handling style:
No hard bargaining Competing
No soft bargaining Avoiding or Accommodating
Principled Negotiation Collaborating is the ideal conflict
handling style Win - Win
Using the Five Step Meeting Process in a Team Setting
Reach by consensus. Two-part agenda:
What is the most pressing social issue in the Quad Cities?
Jobs, health care, education, recreation, poverty, mental health, infrastructure, quality of life, etc.
What can we do about it? Come up with three
strategies.
The Five Steps
Five Step Team Meeting Process: Step One – Purpose, Benefits and
Rules. Step Two – Get everyone’s opinion,
insight, perspective. Step Three - Find areas of
agreement and disagreement. Step Four – Resolve disagreements. Step Five – Develop an action plan.
Step One: Kick Off
Welcome everyone. Provide a clear,
specific purpose. Benefit of the
meeting. Ground rules for the
meeting. Mapping the process.
Step Two: Issue Analysis
Meeting run by facilitator. Get everyone’s opinion,
insight, perspective. Round robin solicitation. Start with the least vocal. Note ideas, opinions on a
board or chart. Question each other but no
criticism. Analysis only - no solutions
yet.
Step Three: Cards on the Table
Ask each person for agreements or disagreements on each issue.
Show agreements with “A”. Show disagreements with
“D”. Identify areas of agreement
and disagreement. Do not yet try to resolve them.
Step Four: Resolve Disagreements
Clarify the areas of disagreement: Factual, interest or value
conflict? Focus on interests not
positions. Specify areas of
disagreement and why. Search for resolution in the
group.
Step Five: Create an Action Plan
Move toward a plan of action.
Be clear about who is going to do what and by when.
Be specific about these plans.
Make sure each party knows what the plan is.
Summing up and looking forward
A day of storming. On the move tomorrow. Try to solidify our gains
and team cohesion. Move closer to getting the
team ready to serve their customer on Thursday.
Back at McMullen Hall at 8:00 am on Wednesday.