Vigilance Project Case

• Why is this case about team conflict? What conflicts do you see developing? • How is distance affecting team dynamics and performance?

• What do you think about the decision to appoint sub-team sponsors? What problems can it solve? What problems might it not solve?

Types of Interdependence

• Pooled interdependence > Share some common resources but each has own job, often apart from others. For example: Sales teams. • Sequential interdependence > People work independently and the result is the sum of the parts; build on what others have done and hand off the work. For example: Manufacturing teams. • Reciprocal interdependence > Output of A is input for B and output of B is input for A; a dynamic interaction. For example: Design teams.

Emotional Concerns in Conflict • Five core concerns drive most emotions in conflicts and negotiation:

• Appreciation • Affiliation • Autonomy • Status • Role

• Levers and Lenses:

> Identify things you can do to that might address these concerns during a Conflict or Negotiation

Appreciation

• Understand points of view: > Listen for mood as well as words.

> Listen for meta-messages /themes (key words).

• Find merit in what others think, how they feel and what they do.

• Communicate understanding.

• To help others understand your point of view: > > Tailor your message to be heard.

• To help others find merit in your interests: > Propose time to be listened to.

Ask them to do so.

> Use metaphors.

• To help others hear your message: > > Have a few big points.

Ask them to state what they heard you say.

Affiliation

• Look for connections.

• Treat each other as colleagues.

• Reduce personal distance: > Meet in person.

> > Discuss things you care about.

Provide “space”.

• Make it easier to build personal connections: > Private, unofficial meetings.

> > Subcommittees for specific issues.

• Protect yourself from being manipulated by affiliation: > With your head. > Reshape public perceptions.

With your gut.

Autonomy

• Expand our own: > Make recommendations.

> Explore interests.

> Explore options before deciding.

• Don’t impinge on theirs: > Consult and inform stakeholders.

• Establish guidelines for decision making.

Acknowledge Status

• Status can enhance esteem and influence.

• Courtesy and respect go a long way.

• Become aware of what people value about themselves.

• Look for each person’s particular status.

• Acknowledge their status, then yours.

• Take pleasure in your areas of status.

• Know the limits of status: > > Be ready to clarify your role.

Avoid “status spillover” • Seek second opinions.

• Ask others to help you explore pros and cons of other options.

• Acknowledge the status of others.

Role

• Make conventional roles more fulfilling: > Potential role conflicts.

> Shape roles/redefine activities.

• What would you add?

• What would you take away?

• What would you modify?

• Appreciate the conventional roles others want to play.

• Manage temporary/informal roles: > Adopt roles that foster collaboration: • Listener.

• Devil’s advocate.

• Learner.

• Advisor.

• Don’t let roles impede problem-solving.

Hofstede’s Cultural Values Dimensions

• Power distance index.

• Uncertainty avoidance.

• Individualism versus collectivism. • Masculinity versus femininity. > (a) women's values differ less among societies than men's values; > (b) extent to which male and female values more likely to stress modesty and caring • Long-term orientation versus short-term orientation.

Hofstede Values Profiles & Vigilance Project: Implications for Conflict

100 90 80 70 60 50 40 30 20 10 0 Power Distance Uncertainty Avoidance Individualism Masculinity France United States Switzerland

Understanding Virtual Distance

® • Structural/physical distance includes geographic proximity, channel of interaction and frequency of interaction.

• Socio-emotional distance includes demographic difference, organizational affiliation, cultural values and relationship history. Both have implications for trust, commitment, the capacity to innovate and collaborative behavior.