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FOLLOWER STYLES
INDEPENDENT CRITICAL THINKING
Alienated
PASSIVE
Passive
Exemplary
Pragmatic
ACTIVE
Conformist
DEPENDENT, UNCRITICAL THINKING
FOLLOWER STYLES
Robert Kelly
Independent Thinking
Best followers think for themselves and
offer constructive advice.
Worst followers need to be told what to
do.
FOLLOWER STYLES
Robert Kelly
Active
Best followers are self starters.
Worst followers dodge responsibility.
FOLLOWER STYLES
Robert Kelly
Four Essential Qualities
•Self Management – Think for oneself and
work well without close supervision.
Effective group members see themselves
as being as capable as their leaders
FOLLOWER STYLES
Robert Kelly
Four Essential Qualities
•Commitment – Effective followers are
committed to something beyond
themselves – cause, product, idea, value.
Leader facilitates progress toward that
goal.
FOLLOWER STYLES
Robert Kelly
Four Essential Qualities
•Competence and focus – effective
followers build their competence and focus
their efforts for maximum impact. Less
effective group members rarely take the
initiative to engage in t & d.
FOLLOWER STYLES
Robert Kelly
Four Essential Qualities
•Courage – Effective followers establish
themselves as independent, critical
thinkers and fight for what they believe is
right.
FOLLOWER STYLES
Alienated followers – habitually point
out all the negative aspects
Conformist followers – ‘yes’ people
Pragmatist followers – uncommitted but
do not make waves
Passive followers – require constant
direction
Exemplary followers – independent,
innovative, and willing to stand up
CONFLICT
•1ST line & middle mgrs. spend >25%
•Move away from authoritarian approach
•Conflict occurs when two opposing
parties have interests/goals that appear
incompatible.
•Conflict is a form of interaction among
parties who differ in interests, perceptions, goals, values, or approaches to
problems.
CONFLICT
•Differences in values, beliefs, goals
•High levels of task interdependence
•Compete for scarce resources
•High levels of stress
•Face uncertain/incompatible demands
CONFLICT 3 PERSPECTIVES
•Traditional – Conflict always bad. Must be
avoided. Result of dysfunctional managerial
behavior. Fire manager.
•Human Relations – ’40-’70. Natural and
inevitable part of human existence. Sometimes functional, sometimes dysfunctional.
•Interactionist – Maintaining a degree of
tension can be helpful in keeping a group
energized and creative. Positive force for
change.
CONFLICT
•Outcomes of conflict depend on how the
conflict is managed or resolved.
•Conflict is constructive when it leads to
better decisions, creativity, and innovative
solutions to long-standing problems.
CONFLICT
Positive Effects of Conflict
•Increased Involvement - voice
•Feelings get aired
•Better understanding of others
•Impetus for change
•Better decision making
•Key issues surfaced
•Critical thinking stimulated
CONFLICT
Negative Conflict
•Unresolved Anger
•Personality Clashes
•Low Self-Esteem
•Lack of clarity regarding responsibilities
•Inefficiency
•Unfinished Business
SOURCES OF CONFLICT
•Limited Resources – Business units
compete for finite resources. Money, time,
senior management attention, technology,
supplies, equipment, human talent.
•Differing Goals – Intragroup conflict and
Intergroup conflict.
•Miscommunication – failure to clarify our
understanding. Nonverbal communication.
•Different Values, Attitudes, Perceptions -
SOURCES OF CONFLICT
•Personality Clashes – differences in
personal style or personality.
•Unproductive behaviors – gossip, jealousy,
insults, taking sides, playing favorites,
slowing of work speed, cliques, leaving.
CONFLICT MANAGEMENT
Conflict Management v. Resolution
•Conflict management recognizes that
sources of conflict will always be present.
•It seeks ways to live with it, minimize its
effect, and manage it.
•Conflict resolution seeks to eliminate the
cause of the conflict.
CONFLICT
•Two factors determine approach to
conflict
•Your goals, what you want to accomplish through the interaction
•Importance of the relationship to you.
CONFLICT
Questions
•Is this relationship long term or passing
•Is the relationship substantive (goes
beyond business issues to personal
matters) or narrow?
•How important is it to maintain a working or friendly relationship?
•What possible ramifications will surface
after the dust settles?
CONFLICT
Kenneth Thomas
•5 Major styles of conflict management
•Based on a combination of satisfying
one’s own concerns (assertiveness) and
satisfying the concerns of others
(cooperativeness).
CONFLICT
1. I see myself as a ‘smash-mouth’
negotiator.
2. The best way to resolve conflict is to
overwhelm the other side.
3. When negotiating a price, I like to make
sure that the other side walks away with at
least some profit.
4. When negotiating a price, I like to start
with an outrageous demand or offer so I
can eventually get the price I really wanted.
CONFLICT
5. After a successful negotiation, one side
wins and one side loses.
6. After a successful negotiation, both sides
walk away with something of value.
7. When I am in conflict with somebody
else, I try to listen carefully to understand
his or her point of view.
8. Face it: business is war, so why grant
concessions when in a dispute?
CONFLICT
9. When working out a disagreement with a
workmate, I keep in mind the fact that we
will have to work together in the future.
10. Nice people finish last when it comes to
resolving disputes.
CONFLICT
Scoring Key
Give yourself a 1 for each answer as
follows:
1. Mostly false
6. Mostly true
2. Mostly false
7. Mostly true
3. Mostly true
8. Mostly false
4. Mostly false
9. Mostly true
5. Mostly false
10. Mostly false
Score >/= 8 collaborative approach
Score </= 7 competitive approach
CONFLICT
ASSERTIVE
Competition
Collaboration
UNCOOPERATIVE
COOPERATIVE
Compromise
Avoidant
Accommodative
UNASSERTIVE
CONFLICT
•Competition – achieve one’s ends at
expense of others, win/lose
•Accommodation – appeasement, win/lose
•Compromise – between domination and
appeasement. Split the difference
•Collaboration – problem solving approach,
satisfy both parties, integration
•Avoidant – withdrawal, neglect of interests
CONFLICT
Competition (Forcing)
•Quick decisive action needed
•Important but unpopular actions
needed
•Vital issues to org welfare
CONFLICT
Accommodation (Smoothing)
•You are wrong
•Issues more important to others than you
and you want to maintain cooperation
•Build social credits
•Minimize loss when outmatched and losing
•Harmony and stability important
•Allow subs to learn from mistakes
•Over-reliance can lead to resentment over
your unmet needs.
CONFLICT
Compromising
Win Some / Lose Some
•Opponents of equal power committed to
mutually exclusive goals
•Temporary settlement of complex issue
•Expedient solutions under time pressure
•Backup to collaboration, competition
•Many people and groups jump to this
strategy too quickly
CONFLICT
Collaboration
•Find solution when concerns too important
to be compromised
•Merge insights from different people
•Requires time
•Needed for implementation
CONFLICT
Avoidance
•Issue is trivial
•No chance of satisfying concerns
•Let people cool down and get perspective
•Issues tangential to other issues
•Ignored conflicts may fester
•May lead to lose-lose situation
CONFLICT
•No one best approach
•Dependent on situation
CONFLICT TIPS
•Control your temper and emotional
response. Validate that the conflict is real.
•Understand the issues. Change behaviors
not people. Select conflict strategy.
•Pick your battles. Get all the facts. Choose
the time and place carefully.
•Search for a common goal or ground.
Seek win-win solutions that are acceptable
to all. Make fair decision.
CONFLICT PREVENTION
•Team Building
–Setting clear objectives
–Developing shared goals
–Establishing team norms
–Understanding Tuckman’s stages
–Clarifying expectations
–Planning projects
CONFLICT PREVENTION
•Diversity Training
–Self-awareness of personal prejudices
–Individual differences
–Valuing differences
–Maximizing everyone’s strengths
–Understanding and reducing discrimination
–Legal guidelines re sexual harassment
–Cross-training and cross-functional team
training
CONFLICT PREVENTION
•Open Communication
–Regular staff meetings
–Internal newsletters
–Employee attitude surveys
–360 degree feedback
CONFLICT PREVENTION
•Conflict Management Training
–Respect legitimacy of other’s points of view
–Listen actively
–Communicate assertively
–Problem-solve collaboratively
–Use communication skills to handle conflict
CONFLICT PREVENTION
Communication
•Use “I” Language
•Pay attention to non-verbal cues
•“You” statements put others on defensive
HUMPTY DUMPTY’S SPACESHIP
STRUCTURAL
•Straws
•Toothpicks
CUSHION
•Cotton balls
ADHESIVE
•Tape
•Tin Foil
HUMPTY DUMPTY’S SPACESHIP
RULES
•5 Teams
•Must use at least 3 different materials
•Egg must withstand gravitational forces
from 3 feet and 3 foot increments.
•Winner withstands highest drop or if
tied most number of materials.
ORGANIZATIONAL CITIZENSHIP
BEHAVIOR
OCB
AVERAGE
4.15
OCB
RANGE
3.6 – 4.8
SAT
AVERAGE
4.15
SAT
RANGE
2.3 – 5.0
SAT
PERCENTAGE
85.21%
SAT PERCENT RNGE 25% - 100%