BUS 501 HIGH PERFORMANCE MANAGEMENT

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BUS 501HIGH PERFORMANCE MANAGEMENT

• Leadership and Team Building
• Lecture 4
• William A. Cohen, PhD

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CHARACTERISTICS OF THE STORMING STAGE

• Members Polarization, cliques,internal
  competition
• Focus
• Conflict management
• Legitimizing productive expressions of
  individuality
• Overcoming groupthink
• Examining key work processes
• Counterdependence into interdependence

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MEMBER QUESTIONS DURING STORMING STAGE

• How will we handle disagreements?
• How will we communicate negative information?
• Can the team be changed?
• How can we make decisions amidst disagreements?
• Do we really need this leader?

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MAJOR LEADER ACTIONS DURING STORMING

• Identify a common enemy to increase cohesion
• Reinforce the vision
• Generate commitment
• Turn students into teachers
• Be an effective mediator
• Provide individual and team recognition
• Foster win/win thinking

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WHY DO GOOD MEMBERS DO BAD THINGS?

• Inequity of effort
• No accountability
• Everyone gets same reward
• Coordination problems

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EFFECTIVE FEEDBACK

• Focus on
• Behavior, not people
• Observations, not inferences
• Here and now, not abstract or past
• Share ideas, not give advice
• Value to receiver, not an emotional release for
  sender

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BLOCKING ROLES WATCH OUT FOR THESE

• Overanalyzing
• Overgeneralizing
• Fault-finding
• Stalling
• Premature decision making
• Presenting opinions as facts
• Rejecting everything
• Pulling rank
• Dominating others

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Why Recreation is Preferred Over Work

• Goals are more clearly defined
• Scorekeeping is more
• Objective It is clear to everyone when you score
• Dynamic You can change your performance to
  improve your score. Everyone always knows the
  score
• It can easily be compared against a standard.
• Feedback is more frequent, personal, and accurate
• Participants have a greater degree of choice
  regarding the type of reward they receive and the
  type of activity in which they engage to get a
  desired reward.
• The rules of the game dont change, and everyone
  plays by the same rules.
• The relationship between effort and performance
  is clearer. Performance is measured and clearly
  attached to reward.

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Sources of Conflict

• SOURCES OF CONFLICT
• Personal differences
• Informational deficiency
• Role incompatibility
• Environmental stress

FOCUS OF CONFLICT Perceptions and
expectations Misinformation and
misrepresentation Goals and responsibilities Resou
rce scarcity and uncertainty
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Managing Conflict Objectives

• Diagnose the sources of conflict
• Understand the impact of culture and diversity on
  managing conflict
• Select the appropriate conflict management
  strategy
• Manage interpersonal confrontations

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Summary of Models of Conflict Management
Problem- solving process
Personal preferences
Source of conflict
Strategy selection
Dispute Resolution
Context characteristics
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GENERAL STRATEGIES FOR MANAGING CONFLICT

• FORCING
• ACCOMMODATING
• AVOIDING
• COMPROMISING
• COLLABORATING

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Matching the Conflict Management Approach with
the Situation

• SITUATIONAL CONFLICT
• CONSIDERATIONS MANAGEMENT APPROACH

Forcing Accommodating Compromising Collaborating A
voiding
Issue Importance High Low Med
High Low Relationship Low High
Med High Low Importance Relative High
Low Equal-High Low-High
Equal-High Power Time Med-High Med-High
Low Low Med-High Constraints
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CONFLICT MANAGEMENT TACTICS DEPENDING ON ROLE

• Initiator
• Responder
• Mediator

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INITIATOR

• Maintain ownership of problem
• Describe problem in terms of behaviors,
  consequences, and feelings
• Avoid drawing evaluative conclusions and
  attributing motives to the respondent
• Persist until understood
• Encourage two-way discussion
• Manage the agenda Approach multiple or complex
  problems incrementally
• Focus on commonalities as the basis for
  requesting a change

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RESPONDER

• Establish a climate for joint problem solving by
  showing genuine interest and concern
• Seek additional information about the problem
• Agree with some aspect of the complaint
• Ask for suggestions of acceptable alternatives

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MEDIATOR

• Acknowledge that a conflict exists and propose a
  problem-solving approach for resolving it.
• In seeking out the perspective of both parties,
  maintain a neutral posture regarding the
  disputants not the issues
• Manage the discussion to assure fairness
• Facilitate exploration of solutions rather than
  assess responsibility for the problem
• Explore options by focusing on interests, not
  positions
• Make sure all parties fully understand and
  support the solution agreed upon, and establish
  follow-up procedures

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Managing Conflict Behavioral Guidelines

• Collect information on the sources of conflict.
• Take into account diversity and culture when
  managing conflict situations.
• Match the appropriate conflict management style
  to the given situation.
• Utilize role-specific guidelines (initiator,
  responder, mediator) for problem-identification
  and solution-generation phases of the
  collaborative problem-solving process.