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Team Interventions

Team Interventions. Strategies for Conflict Resolution. Prevent conflict through mandate or separation of the parties Set limits on the timing and extent of the conflict Help the parties to cope differently with the conflict Attempt to eliminate or resolve the basic issues in the conflict.

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Team Interventions

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  1. Team Interventions

  2. Strategies for Conflict Resolution • Prevent conflict through mandate or separation of the parties • Set limits on the timing and extent of the conflict • Help the parties to cope differently with the conflict • Attempt to eliminate or resolve the basic issues in the conflict

  3. Resolving Intergroup Conflict • Groups and consultant convene to address issues • Groups are asked to address 3 questions • What qualities/attributes best describe our group? • What qualities/attributes best describe their group? • How do we think the other group will describe us? • Groups exchange and clarify answers • Groups analyze discrepancies and work to understand their contribution to the perceptions • Groups discuss discrepancies and contributions • Groups develop action plans on key areas

  4. Confrontation Meeting Process Schedule the Meeting Create a master list Create groups representing multiple perspectives Form problem-solving groups Set Ground Rules Rank the issues and opportunities, develop an action plan, specify timetable Groups identify problems and opportunities Provide period reports to large group Report out to the large group

  5. Organizational mirroring • Representatives from different groups • Observed by hosts • Resembles a Fishbowl

  6. Microcosm Groups • Small groups that solve problems in the larger system • Small group member characteristics must reflect the issue being addressed (e.g., if addressing diversity, group must be diverse) • Primary mechanism for change is “parallel processes”

  7. Microcosm Group Process • Identify an issue • Convene the microcosm group • Provide group training • Address the issue in the group • Dissolve the group

  8. OD Quality & Productivity Interventions • Goal of Continuous Improvement (CI) • Quality Circles (QC) • Total Quality Management (TQM) • Job Design • Self-Directed Work Teams (SDWT) • Capability Maturity Model Integration (CMMI)

  9. Goals of CI • Improve work processes for individuals and work teams

  10. Quality Circles • 12-20 members • Formed to resolve a particular problem • Disband when resolution is institutionalized

  11. Total Quality Management • Philosophy • Organizational strategy • Goal: improve customer satisfaction through improving quality of products • Baldridge Award: awards for quality improvement

  12. Job Design • Job enrichment Theory: motivate by expanding responsibility and achievement potential • Job Characteristics Theory: Work Motivation/Satisfaction is a result of: [(Skill variety + Task Identity + Task Significance)/3] x Autonomy x Job Feedback

  13. Self-Directed Work Teams • Autonomous work groups in which teams are responsible for entire businesses, e.g., Volvo. • Team comprised of a cross-section of organization • Facilitator vs. Manager; team members are responsible • Value: Egalitarianism, shared vision, openness, trust, diversity, full business knowledge

  14. Effective Teams • Informal atmosphere • Clear purpose; tasks understood and accepted • Task-relevant discussions; good listening • Participation: free expression of ideas & feelings • Open communication • Civilized disagreement/conflict around ideas • Self-assessing • Consensus decision-making • Shared leadership • Clear roles and work assignments

  15. Team Building Activities • Activities related to one or more individuals • Activities oriented to the group’s operations and behaviors • Task accomplishments • Team relationships • Organization processes • Activities affecting the group’s relationship with the rest of the organization

  16. Types of Teams • Groups reporting to the same manager • Groups involving people with common goals • Temporary groups formed to accomplish a specific, one-time task • Groups consisting of people whose work roles are interdependent • Groups with no formal links but whose collective purpose requires coordination • All teams are groups, not all groups are teams.

  17. Types of Team Building • Family group diagnostic meeting • A set of activities designed to understand the current structure, process, and effectiveness of the team • Family group team-building meeting • A set of activities designed to address and improve a specific aspect of team functioning

  18. Roles • Role Analysis Technique • Role Negotiation

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