Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
28 Cards in this Set
- Front
- Back
|
Team Conflict |
Perceived or observed incompatibilities among team members |
|
|
Three Types of Conflict |
Task Relationship Process |
|
|
Task Conflict |
Disagreement between team members regarding the content of the task |
|
|
Relationship Conflict |
Interpersonal incompatibilities between team members about issues not relating to work |
|
|
Process Conflict |
About the means to accomplish specific tasks, not about content or substance of the task itself, but about strategies for approach the task |
|
|
Individual (negative) Consequences of Team Conflict |
Satisfaction Well-being Turnover intentions |
|
|
Group (negative) Consequences of Team Conflict |
Performance Cooperation Trust |
|
|
Negative Outcomes of Team Conflict |
Ego-threat (reduced trust)
Cognitive processing perspective Distraction |
|
|
Positive Outcomes of Team Conflict |
Increased task understanding Critical Evaluation of Ideas Increased clarity and responsibilities |
|
|
3 Sources & Types of Conflict
|
Informational Differences - Task Conflict Interests Differences - Process Conflict Value Differences - Relationship Conflict |
|
|
What type of conflict is informational differences? |
Task Conflict |
|
|
Why might direct power lead to exacerbate conflict? |
Conflict may shift to leader Team members temporarily hide true opinions disrupts team cohesion |
|
|
Why use indirect power to solve conflict? |
Conflict has a chance of resolution Better team decision making & higher quality of team interaction |
|
|
What are the strategies to leverage potential benefit (and minimize risks of conflicts)? |
Structuring the group Directing inclusive group process Managing external boundaries |
|
|
What mistakes do managers make when faced with conflict? |
- Unnecessary intervention - Inappropriate way of intervening - Avoiding action |
|
|
What role should a manager take with: Low process & low outcome? (Nugget, 2002) |
Non intervention (Parties can resolve it themselves) |
|
|
What role should a manager take with: High process & low outcome? (Nugget, 2002) |
Facilitator or problem solver |
|
|
What role should a manager take with: High process & high outcome? (Nugget, 2002) |
Autocratic or Arbitration When impact is major, resolution is urgent, & parties can not resolve it on their own |
|
|
What are other managerial variables to consider (Nugent, 2002)? |
Relationship between conflicting parties Conflict issues (content or emotional) Managers characteristics Managers relationship with conflicting parties |
|
|
Leader-team perceptual distance |
"Differences between a leader and a team in perceptions of the same social stimulus" (Gibson et al, 2009) |
|
|
Collective Cognition (Gibson, 2009) |
Process involved in gaining shared knowledge and comprehension as a team |
|
|
Collective Cognition Cycle |
- Accumulation "Acquisition, perception, filtering and storage info" - Interaction "Retrieving, exchanging and structuring info" - Examination "Negotiation, interpreting & evalation of info" - Accommidation "Integrating, deciding & acting on info" |
|
|
Perceptual leader-team differences negatively affects team effectiveness (because?) |
It is determental to collective cognition It inhibits team ultilizing - Performance Feedback recognition of constructive conflict - Clarification of decision making roles |
|
|
When leader-team perceptual distance is low |
Goal accomplishment and constructive conflict is higher |
|
|
Definition perceptual distance |
significant different variations in perceptions of the same social stimulus (zelfde scenario) |
|
|
Why use the CC framework |
moving through the cycles is a predictor of group effectiveness |
|
|
Variables a manager must consider when he wants to intervene: |
Relationships between the parties conflict issue (content or emotional) managers characteristics |
|
|
Intervention steps |
1. Intervention neccesery
2. Appropriate type of intervention 3. Managers appropriate person 4. Use of independent resource person |
