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Intergroup Behavior, Negotiation & Team BuildingChapter 9,Group Cohesiveness,Definition(s)Commonness of attitudes or behaviorGreater force holding together than driving apartSense of belonging and feelings of moraleIndividuals who “are attracted to each other”Note that several of these definitions tend to be circular or confuse cause with effect.Cohesiveness and PerformanceCohesiveness is beneficial if the groups goals are in concert with organizational goals .,Sources of Attraction to a Group/Team,The goals of the group and the members are compatible and clearly specifiedThe group has a charismatic leaderThe group has a reputation for accomplishmentThe group is small enough to have members opinions heardThe members support one another and help each other overcome obstacles,RELATIONSHIP BETWEEN GROUP COHESIVENESS & AGREEMENT WITHORGANIZATIONAL GOALS,Degree ofgroupcohesiveness,Low,Performanceprobably orientedaway from organizational goals,Performanceprobably orientedtoward achievementof organizationalgoals,High,Performanceoriented away from organizational goals,Performanceoriented toward achievement of organizational goals,Low,High,Agreement with organizational goals,Steps Managers Can Take ToEnhance the Two Types ofGroup Cohesiveness,Socio-Emotional CohesivnessKeep the group relatively smallStrive for a favorable public image to increase the status and prestige of belongingEncourage interaction and cooperationEmphasize members common characteristics and interestsPoint out environmental threats (e.g., competitors achievements to rally the group),Steps Managers Can Take ToEnhance the Two Types ofGroup Cohesiveness (continued),Instrumental CohesivnessRegularly update and clarify the groups goal(s)Give every group member a vital “piece of the action”Channel each group members special talents toward the common goal(s)Recognize and equitably reinforce every members contributionsFrequently remind group members they need each other to get the job done,Trust,How to Build TrustCommunication (keep everyone informed; give feedback; tell the truth)Support (be available and approachable)Respect (delegate; be an active listener)Fairness (give credit where due; objectively evaluate performance)Predictability (be consistent; keep your promises)Competence (demonstrate good business sense and professionalism),Trust: “Reciprocal faith in others intentions and behavior.” Propensity to trust: “A personality trait involving ones general willingness to trust others.”,Interpersonal Trust Involves a Cognitive Leap,Firsthand knowledgeof other personsreliability and integrity,Distrust,Trust,Cognitive leap,Faith in the other persons good intentionsAssumption that other person will behave as desired,Basic Distinctions Among Quality Circles, Virtual Teams and Self-Managed Teams,Basic Distinctions Among Quality Circles, Virtual Teams and Self-Managed Teams (continued),Survey Evidence: What Self-Managing Teams Manage,Characteristics of an Effective Team,Clear purposeInformalityParticipationListeningCivilized disagreementConsensus decisionsOpen communicationClear roles and work assignmentsShared leadershipExternal relationsStyle diversitySelf-assessment,Eight Attributes of High-Performance Teams:,Participative leadership. Creating an interdependency by empowering, freeing up, and serving othersShared responsibility. Establishing an environment in which all team members feel as responsible as the manager for the performance of the work unitAligned on purpose. Having a sense of common purpose about why the team exists and the function it servesHigh communication. Creating a climate of trust and open, honest communicationFuture focused. Seeing change as an opportunity for growthFocused on task. Keeping meetings focused on resultsCreative talents. Applying individual talents and creativityRapid response. Identifying and acting on opportunities,Why Work Teams Fail,Mistakes typically made by managementTeams cannot overcome weak strategies and poor business practicesHostile environment for teams (command-and-control culture; competitive/individual reward plans; management resistance)Teams adopted as a fad, a quick-fix; no long-term commitmentLessons from one team not transferred to others (limited experimentation with teams)Vague or conflicting team assignmentsInadequate team skills trainingPoor staffing of teamsLack of trust,Why Work Teams Fail,Problems typically experienced by team membersTeam tries to do too much too soonConflict over differences in personal work styles (and/or personality conflicts)Too much emphasis on results, not enough on team processes and group dynamicsUnanticipated obstacle causes team to give upResistance to doing things differentlyPoor interpersonal skills (aggressive rather than assertive communication, destructive conflict, win-lose negotiation)Poor interpersonal chemistry (loners, dominators, self-appointed experts do not fit in)Lack of trust,Conflict,Functional conflict serves the organizations interests while dysfunctional conflict threatens the organizations interests.,Conflict: “A process in which one party perceives that its interests are being opposed or negatively affected by another party.”,The Relationship between Conflict Intensity and Outcomes,Source: LD Brown, Managing Conflict of Organizational Interfaces, 1986, Addison-Wesley Publishing Co., Inc., Reading, Massachusetts. Figure 1.1 on page 8.,Why do we try to eliminate conflict?,Ingrained reinforced at home, school, churchManagers are often evaluated and rewarded for lack of conflict part of the culture of the organizationAvoid disturbing the status quo “If it isnt broke” do you break it or move on?,Antecedents of Conflict,Incompatible personalities or value systems.Overlapping or unclear job boundaries.Competition for limited resources.Interdepartment/intergroup competition.Differences in perceptions or inaccurate perceptionsInadequate communication.Functional differences line and staff; production & marketingInterdependent tasks.Organizational complexity.,Antecedents of Conflict (continued),Unreasonable or unclear policies, standards, or rules.Unreasonable deadlines or extreme time pressure.Collective decision making.Decision making by consensus.Unmet expectations.Unresolved or suppressed conflict.,Conflict Outcomes,Agreement: Strive for equitable and fair agreements that last. Search for solutions (Functional consequence)Stronger relationships: Build bridges of cohesiveness, goodwill and trust for the future. (Functional consequence)Learning: Greater self-awareness and creative problem solving. Change and adapt. (Functional consequence)Focus on activity: become task oriented; less concern for individual satisfaction defeat the enemy. (Dysfunctional consequence)Develop loyalty conformance to norms tends to become important in conflict situations. (Dysfunctional consequence),Conflict Outcomes,Distorted perceptions: members may develop stronger opinions of the importance of their unit. Survival of the fittest. (Dysfunctional consequence)Negative stereotyping: as conflict rises, stereotypes are reinforced. See fewer distances in your group and greater differences between groups than really exist. (Dysfunctional consequence)Decreased communication: decision-making process can be disrupted. (Dysfunctional consequence)Also violence and aggression. (Dysfunctional consequence),An Updated Contact Model for Minimizing Intergroup Conflict,Conflict within the group is high There are negative interactions between groups (or between members of those groups) Influential third-party gossip about other group is negative,Work to eliminate specific negative interactions between groups (and members). Conduct team building to reduce intragroup conflict and prepare employees for cross-functional teamwork. Encourage personal friendships and good working relationships across groups and departments. Foster positive attitudes toward members of other groups (empathy, compassion, sympathy). Avoid or neutralize negative gossip across groups or departments.,Recommended actions:,Level of perceivedintergroup conflict tendsto increase when:,Ways to Build Cross-Cultural Relationships,Behavior RankBe a good listener1Be sensitive to the needs of others2Be cooperative, rather than overly competitive2Advocate inclusive (participative) leadership3Compromise rather than dominate4Build rapport through conversations5Be compassionate and understanding6Avoid conflict by emphasizing harmony7Nurture others (develop and mentor)8,Tie,Managing Intergroup Conflict through Resolution,Problem-solving: reduce tensions through face-to-face meetings of conflicting groups. Identify conflicts and resolve them. Involves identifying all issues, debates, and decision-making.Superordinate goals: develop a common set of goals and objectives that cant be obtained without the cooperation of groups involved.Resources: Try to expand resource if the source of conflict is limited resourcesAvoidance: effective only in short-term. Does not resolve or eliminate conflict eventually it must be faced.Smoothing: emphasize the common interest of the conflicting groups and de-emphasize their differences. Manager does not take sides may only be a short-term solution.,Managing Intergroup Conflict through Resolution,Compromise: No distinct winner or loser not an ideal situation for either group. Authoritative command: management steps in and expresses desires to groups. Subs usually follow; whether or not they agree with it. Again, short-run solution.Altering the human variable: changing human behaviorAltering structural variables: change the formal structure of the group. Changing members, identify a coordinator.Identifying a common enemy: groups in conflict may unit to defeat a common enemy.,Five Conflict-Handling Styles,Source: MA Rahim, “A Strategy for Managing Conflict in Complex Organizations, Human Relations, January 1985, p 84. Used with authors permission.,Alternative Dispute Resolution (ADR) Techniques,Facilitation: Third party gets disputants to deal directly and constructively with each other.Conciliation: Neutral third party acts as communication link between disputants.Peer review: Impartial co-workers hear both sides and render decision that may or may not be binding.Ombudsman: Respected and trusted member of the organization hears grievances confidentially.Mediation: Trained third-party guides disputants toward their own solution