Transcript Session 3 Team Performance Assessment and Conflict Management

SESSION 3
TEAM PERFORMANCE ASSESSMENT
AND CONFLICT MANAGEMENT
By Amanda Juries and Ross Mileham
Team
Performance
Stages in team
development
OVERVIEW
Team dynamic
theories
Grievance
procedure
Belbin Role
Theory
Conflict
Jungian theory
Management
Team Role
Margerison –
McCann
Profiles
Group
Consensus
Steps in
Conflict
Resolution
Strategies of
dealing with
difficult people
Simple steps
CRITERIA FOR SUCCESSFUL TEAM
PERFORMANCE
Interpersonal behavior and attitudes
•There must be a clear unity of purpose
•Every team member must be committed to the team goals and
believe them to be meaningful
•Each member must carry out their tasks efficiently and willingly
Shared values
•The team must work together and help each other out to get
the task done.
•Every member must be able to trust the others to complete to
complete their tasks on time
•Everyone must be listened to and every idea considered
Communication
•The atmosphere must be informal, comfortable and relaxed so
that members can feel free to express themselves
•Team leaders must encourage discussion about problems so that
solutions may be found
•Disagreements must not be ignored /Reasons for conflict must be
examined
STAGES OF TEAM DEVELOPMENT
• The team
getting to
know each
other
• Members
true
character
shows
Forming
Norming
• Working as a
team towards
goal
Storming
Performing
• Settling and
reconciliation
of team
TEAM DYNAMICS THEORIES
Belbin Role
Theory
Jungian
theory
Management
Team Role
Margerison –
McCann
Profiles
Group
Consensus
BELBIN ROLE THEORY
Thinking
Action
People
Plant
Shaper
Coordinator
Monitor
Implementer
Team worker
Specialist
Finisher
Resource
Investigator
JUNGIAN THEORY
ExtravertIntrovert
(source of
energy)
SensingIntuition
(perceive
information)
ThinkingFeeling
(processes
information)
JudgingPerceiving
(implements
the
information )
MANAGEMENT TEAM ROLE – INDICATOR
[MTR-I] APPROACH
Coaches.
positive team
atmosphere
Scientist
Crusaders Focus
demonstrators
Explorers
Explore new ideas
Conductors logical
organisations
Curators
clearer picture
Innovators
new perspectives
Sculptors
Get the team to
work
GROUP CONSENSUS
Discuss, identify and
define the problem
Brainstorm a list of
alternative proposals
Discuss the proposals
and makes changes
and set priorities
Get those that are
not in agreement to
experiment with the
decision for a period
Get the group to
make a decision and
plan its actions once
consensus reached.
Test for consensus
MARGERISON –MCCANN PROFILES
ReporterAdvisor
CreatorInnovator
ExplorerPromoter
AssessorDeveloper
•Gather information and make it
understandable
•Thinks creatively
•Connects with people, in and outside
the team
•Evaluates different options
CONTINUED
ThrusterOrganiser
ConcluderProducer
ControllerInspector
UpholderMaintainer
•Turns an idea into action
•Likes completing things on time
•Likes work with detailed information
•Looks after the social elements of the
team
WHAT IS CONFLICT.
Meaning / Definition
A state of disagreement or disharmony between
persons or ideas
Identify causes of conflict
Personal differences / Poor communication
Competition / Ignoring rules and procedures
Poor organisations / Workload and stress
STEPS IN CONFLICT RESOLUTION (8)
time and a
place
evaluate
alternatives
solution is
selected and
implemented
views are
different
Brainstorming
evaluated and
monitored
problem is
clearly defined
express
themselves
STRATEGIES OF DEALING WITH DIFFICULT
PEOPLE/ DIFFERENT PERSONALITIES.
Do not judge the employee,
 Get perspective from others who have
experienced the same kind of situation
 Regular meetings with supervisors
 Identify the type of personality
 Meet privately with difficult employees,
opportunity to explain their behaviour.
 A deadline should be set for improving
bad/difficult behaviour. Guidelines for
improvement should be given.

GRIEVANCE PROCEDURE
Step 1
bring it to the supervisor's
attention
one working day
Step 2
raise a formal complaint
in writing if not happy
Step 3
Formal Grievance Form
Step 6
next level of management
if not happy
Step 7
manager will advise top
management who shall
arrange the meeting
Step 5
manager ensures that the
minutes are kept
Step 8
decision will be recorded
onto the Formal
Grievance Form
Step 4
relevant manager will
arrange a meeting within
one working day
Step 9
Council for Conciliation,
Mediation and Arbitration
(CCMA) if not
happy(appeal if still not
happy)
SIMPLE GRIEVANCE PROCEDURE
CCMA
Higher
management
Formal
meeting
Written
Verbal
Team
Performance
Stages in team
development
REVIEW
Team dynamic
theories
Grievance
procedure
Belbin Role
Theory
Conflict
Jungian theory
Management
Team Role
Margerison –
McCann
Profiles
Group
Consensus
Steps in
Conflict
Resolution
Strategies of
dealing with
difficult people
Simple steps
CONSOLIDATION ACTIVITIES
1.3.
Read the case study and answer the questions that follow.
Your company has just decided to expand and as a result there
are three senior positions available. Although the positions
will be advertised, the staff are enthusiastic and determine to
put on a go show so that they stand a chance to get one of the
positions.
This has resulted in some severe conflict in the office and the
staff are criticising one another to prove that they are the best
candidate for the job. Not only are you the person that has to
make the final decision, but you are also the person that
manages all of these employees and need to resolve the
conflict.
QUESTIONS
1.3.1 Explain briefly what caused the conflict
Your company has just decided to
expand and as a result there are
three senior positions available.
This has resulted in some severe
conflict in the office and the staff are
criticising one another to prove that
they are the best candidate for the
job.
(3x2)
IDENTIFY THREE OTHER CAUSES OF
CONFLICT IN THE WORK PLACE.
Personality
clashes
Workload and stress
Poor communication
Poor organisation
NAME THE 6 STEPS YOU WOULD NEED
TO SOLVE THIS CONFLICT? (6X2)
STEP 1
A MEETING TO DISCUSS CONFLICT.
STEP 2
THE PARTIES AGREE THEIR VIEWS ARE
DIFFERENT.
STEP 3
PROBLEM IS DEFINED
STEP 4
EACH PART EXPRESS THEIR OPINION
STEP 5
BRAINSTORMING IS DONE TO FIND
POSSIBLE SOLUTIONS
STEP 6
THE PARTIES AGREE TO EVALUATE
ALTERNATIVES.
STEP 7
CHOOSE THE MOST APPROPRIATE
SOLUTION
STEP 8
THE SOLUTION IS EVALUATED AND
MONITORED