Evolution of a Team Killer

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Unresolved Overt Conflict Evolution of a Team
Killer
Figure 1
Stage 1 Opposing Ideas
Stage 2Escalating Conflict
Path 3A Take Sides
Path 3CUse a Mirror
Path 3BBe Reasonable
Path 4BGiving Up
Path 4AReaching the Limit
Path 4CTeam PerformanceGrowing
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Unresolved Overt Conflict Stage 1 A and B each
think they have the right idea, and both
genuinely want to do the right thing
Figure 2
s
As level of obviousness in stating X
As desire to make X happen
s
R1
s
Bs desire to make Y happen
Bs level of obviousness in stating Y
s
R1 As desire to make X happen causes him to
increase the level of obviousness of his
statement. This fuels Bs desire to make Y
happen, leading to an increase in her level of
obviousness, which further increases As desire.
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Figure 3
Unresolved Overt Conflict Stage 1 This stage
can also be represented as anarchetypical
escalation
Bs level of obviousness in stating Y
As level of obviousness in stating X
o
s
s
s
Strength of As statements relative to Bs
As desire to make X happen
Bs desire to make Y happen
s
o
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Unresolved Overt Conflict Stage 2 A and B
begin to feel threatened which raises the stakes
in the argument for X and Y
Figure 4
As desire to be heard and acknowledged
s
s
s
As level of obviousness in stating X
As desire to makeX happen
s
s
Bs desire to make Y happen
Bs level of obviousness in stating Y
s
s
s
Bs desire to be heard and acknowledged
R2A and 2B As As level of obviousness in
stating X increases, Bs desire to be heard and
acknowledged also increases. This additional
emotion also results in an increased level of
obviousness in the statement of Bs position.
This loops exists from both A and Bs perspective.
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Unresolved Overt Conflict Path A Supporters
contribute to an exponentiallyincreasing level
of group conflict
Figure 5
As desire to be heard and acknowledged
s
s
Others support for Y
As level of obviousness in stating X
As desire to makeX happen
s
Level of conflict in group
s
Bs desire to make Y happen
Bs level of obviousness in stating Y
Others support for X
s
s
Bs desire to be heard and acknowledged
R3A and 3B If team members take sides, their
increasing support for X or Y will raise As
or B confidence, further increasing their level
of obviousness in stating their positions.
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Unresolved Overt Conflict Path As Conclusion
The growth in conflict is limited by the maximum
allowable conflict in the organizational culture
usually stemming from some understanding of
professionalism
Figure 6
Maximum tolerable conflict
o
s
s
Aggressiveness of attack and defense
Level of conflict in group
Margin of acceptability
s
s
B1 The escalating level of group conflict does
not continue indefinitely. As it approaches a
maximum tolerable level, the margin of
acceptability with respect to group norms
decreases causing pressure to reduce or curtail
increased escalation.
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Unresolved Overt Conflict Path B Group may
respond to conflict by making appeal to A and B,
which unintentionally increases their
defensiveness
Figure 7
As desire to be heard and acknowledged
As level of obviousness in stating X
As desire to makeX happen
R4B If the group becomes intolerant of Bs
position and makes appeals for B to be
reasonable, the perception of challenge and
resulting defensiveness will increase. This will
in turn increase Bs desire to be heard and
further reinforce the resulting level of
obviousness.
Bs desire to make Y happen
Bs level of obviousness in stating Y
o
Bs desire to be heard and acknowledged
Team performance
Bs perception of challenge
s
s
R5B Appeals to B to be reasonable may also
increase if the group is eventually persuaded by
As level of obviousness.
Groups appeals to be reasonable
s
s
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Unresolved Overt Conflict Path Bs Conclusion
A dysfunctional variation on an Eroding Goals
structure leads to giving up or dropping out
Figure 8
Pressure for group to adjust goals
o
s
Goal for teams performance
Groups feelingof helplessness
R6 The efforts to improve team performance
(through appeals to be reasonable) actually cause
a decrease in team performance, increasing the
gap with respect to the goals for team
performance. As this gap in team performance
grows, efforts to improve the condition are
further increased, but the actual performance
continues to be reduced.
B2 As the gap in team performance grows, the
groups feeling of helplessness increases and the
pressure to adjust the goals builds. The
increasing pressure to adjust the goals results
in the goals being reduced over time as team
members give up or drop out.
s
s
Gap in teams performance
o
Teamperformance
s
o
Efforts to improve team performance(Appeals)
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Unresolved Overt Conflict Path C Introduction
of the Mirror provides process focus, enables
effective group participation, and leads to
opportunities to be heard
Figure 9
s
s
Groups ability to dialogue
Effective group participation (NGT)
As opportunity to be heard
As desire to be heard and acknowledged
o
s
As level of obviousness in stating X
As desire to makeX happen
Focus on process
s
Bs desire to make Y happen
Bs level of obviousness in stating Y
Mirror Role
Bs desire to be heard and acknowledged
Introduction of the Mirror Role causes the group
to focus on the group process. This focus, when
coupled with the groups ability to dialogue, can
lead to effective group participation. Real
group participation increases the opportunity for
A (and B) to be heard, i.e., to really be
listened to. This leads to a reduction in As
level of obviousness in stating X and begins to
break the conflict escalation.
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Unresolved Overt Conflict Path C The
opportunity to be heard also promotes the
willingness to listen
Figure 10
Groups ability to dialogue
s
s
Effective group participation (NGT)
As opportunity to be heard
As desire to be heard and acknowledged

o
s
s
As willingnessto listen
As level of obviousness in stating X
As desire to makeX happen
Focus on process
s
As ability to embrace multiple realities
s
Bs desire to make Y happen
Bs level of obviousness in stating Y
Mirror Role
Bs desire to be heard and acknowledged
o
As As opportunity to be really heard increases,
his willingness to listen also increases. This
increase in willingness to listen leads to an
increase in the ability to embrace multiple
realities, which in turn increases the
opportunity for B to be heard. As is the case
for A, this reduces Bs level of obviousness,
further curtailing the spiral of conflict.
Bs opportunityto be heard
s
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Unresolved Overt ConflictPath C Introduction
of Mirror defuses conflict promotes dialogue
Figure 11
Groups ability to dialogue
s
s
Effective group participation (NGT)
As opportunity to be heard
s
As desire to be heard and acknowledged
o
s
s
As willingnessto listen
As level of obviousness in stating X
As desire to makeX happen
Bs ability to embrace multiple realities
Focus on process
s
R7
s
As ability to embrace multiple realities
s
Bs desire to make Y happen
Bs level of obviousness in stating Y
Mirror Role
Bs desire to be heard and acknowledged
o
Bs willingness to listen
R7 Having provided opportunities for A and B
to be really heard increases their mutual
willingness to listen and abilities to embrace
multiple realities, further increasing
opportunities to be heard - and creating a
desirable reinforcing loop.
s
Bs opportunityto be heard
s
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Unresolved Overt Conflict Path Cs Conclusion
Team Performance growsuntil team objective is
achieved
Figure 12
R8 Effective group participation increases
opportunities for both parties to be heard,
increasing their willingness to listen,and
improving their ability to embrace multiple
realities. Increasing this ability improves team
performance which providespositive feedback
effective group participation.
Teamobjective
Ability to embrace multiple realities
s
s
Willingness to listen
o
s
s
Idea generation
Teamperformance
Proximity toobjective
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s
Opportunities to be heard
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o
s
Pressureto increaseperformance
Effective group participation (NGT)
R9 Effective group participation also spawns
idea generation, further increasing team
performance.
B3 Continually improving team performance is
eventually limited as the objectives for the team
are approached and the pressure to increase
performance is reduced.
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