Lecture 4: Conflict Resolution and Negotiation in Teams
5 slides · Social Sciences
This lecture focuses on the natural occurrence of conflict within teams, the various types of conflicts that can arise, and effective strategies for resolution. Techniques for negotiation and fostering a conflict-positive environment are discussed through practical examples and role-play.
Understanding Conflict in Teams
Conflict is a normal and inevitable aspect of teamwork
Conflict arises due to differences in goals, values, opinions, or personalities
Not all conflict is negative; it can foster creativity and innovation
Types of conflict: interpersonal, task-related, process-related
Understanding the three main types: task, process, interpersonal
Task Conflict: Focused on the content or outcome of the team's work
Process Conflict: Centered around how work gets done
Interpersonal Conflict: Rooted in personal differences or clashes
The impact of each type of conflict on team dynamics
Key terms: Task Conflict, Process Conflict, Interpersonal Conflict
Strategies for Conflict Resolution
Adopt appropriate conflict-resolution styles based on situation
Thomas-Kilmann's five strategies: competing, collaborating, compromising, avoiding, accommodating
Build active listening and emotional intelligence skills
Encourage open and structured discussions
Use third-party mediation for entrenched disputes
Key terms: Conflict-Resolution Styles, Mediation
The Role of Negotiation in Conflict Management
Negotiation is key to finding mutually beneficial solutions
Fisher and Ury’s 'Principled Negotiation' framework (1981)
Separate people from the problem
Focus on interests, not positions
Invent options for mutual gain
Key terms: Principled Negotiation
Creating a Conflict-Positive Environment
A 'conflict-positive' culture views conflict as an opportunity for growth
Key characteristics: trust, open communication, psychological safety
Encourage constructive feedback and mutual respect
Leaders set the tone for healthy conflict-handling behaviors
Celebrate successes that arise from conflict resolution
Key terms: Psychological Safety
References
Thomas, K.W. and Kilmann, R.H. (1974) Thomas-Kilmann Conflict Mode Instrument. [Online] Available at: kilmanndiagnostics.com.
Lederach, J.P. (2003) The Little Book of Conflict Transformation. Pennsylvania: Good Books.
Jehn, K.A. (1995) 'A multimethod examination of the benefits and detriments of intragroup conflict', Administrative Science Quarterly, 40(2), pp. 256-282.
Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.
Fisher, R. and Ury, W. (1981) Getting to Yes: Negotiating Agreement Without Giving In. Boston: Houghton Mifflin Harcourt.
Edmondson, A.C. (1999) 'Psychological safety and learning behavior in work teams', Administrative Science Quarterly, 44(2), pp. 350-383.
Google (2018) 'Project Aristotle', [Online] Available at: rework.withgoogle.com.