1. E. Sustaining Team Momentum
Reduction Team Conflict
• Team Bonding
• Conflict resolution
• Grey Areas
• Resource allocation
• Development

2. MANAGING CONFLICT
Conflict is a process in which one party perceives that its
interests are being opposed or negatively affected by another
party. Conflict can be negative. However, constructive, or
functional, conflict benefits the main purposes of the
organization and serves its interests. Too little conflict can
lead to indolence; too much conflict can lead to warfare.

3. SEVEN CAUSES OF CONFLICT ARE
(1) competition for scarce resources,
(2) time pressure,
(3) inconsistent goals or reward systems,
(4) ambiguous jurisdictions,
(5) status differences,
(6) personality clashes, and
(7) communication failures.

4. STAGES OF GROUP &
TEAM DEVELOPMENT
A group may evolve into a team through five stages.
(1) Forming is the process of getting oriented and getting
acquainted.
(2) Storming is characterized by the emergence of individual
personalities and roles and conflicts within the group.
(3) In norming, conflicts are resolved, close relationships
develop, and unity and harmony emerge.
(4) In performing, members concentrate on solving problems
and completing the assigned task.
(5) In adjourning, members prepare for disbandment.

5. E. Sustaining Team Momentum
Team Bonding
• Team Expectations
Expectations
Do, More, Stop
• Team Bonding

6. TEAM BONDING
Hope for the Company future
Personal Level
a. Background
b. Achievements – Personal/Work
c. Strengths
Department Level
a. Achievement
b. Structure

7. TEAM BONDING
Corporate Level
a. Behaviours
b. Positive
c. Wish List

8. TEAM EXPECTATIONS
1. Your three expectations
2. My Three expectations

9. TEAM FEEDBACK
You commented on Yourself
You share your
Strength and Potentials
Your partner feedback on
Your strength and potentials

10. TEAM FEEDBACK-
GAMES
The Speed of Trust, you and your team should perform the
“Continue/Stop/Start” inquiry. To do so, plan a meeting in a
meeting room equipped with a flip chart or white board to write
down team comments as the meeting progresses. Before you
begin any meeting, start with a prayer for guidance and
direction. Then, ask these three questions, one at a time, and
encourage input from all members of the team.
1. What is the one thing we are doing that you think we
should CONTINUE doing?
2. What is the one thing we are now doing that you think we
should STOP doing?
3. What is the one thing we are not doing that you think we
should START doing?

11. RULES FOR THE
MEETING
1. I may disagree, but I will not be disagreeable.
In conflict, when people become disagreeable the situation gets
personal and the problem can’t be resolved. Acknowledge the
other person’s concerns, without agreeing with them.
2. I will treat others as I want them to treat me.
Treat others as you would like to be treated and stay focused on
the problem. Speak to the other person, maintain eye contact
and speak in a tone of acceptance and tolerance.
3. I will remain true to my convictions and beliefs.
You don’t have to change your fundamental beliefs to solve the
problem. Treat each other with respect and acceptance.
4. I will actively listen to my fellow team members.
Active listening promotes better communication and has a
calming effect in emotional situations.

12. A FEW TEAM TIPS:
Create a team where members know it is safe to make
mistakes. Encourage others to take appropriate risks and to learn from
failure so you create a team with high trust, high synergy and
productivity. Develop a system where team members feel safe to give
feedback.
Separate the people from the problem. If you focus on the person, they
may feel guilty. If you focus on the problem, the person can be
objective about their own responsibility.
Attempt to understand the other person first before being
understood. It builds trust.
Elect the best idea to resolve the problem. The solution must meet the
goals of the team and the parish, school or agency. Stay on track and
focused on the goal.
Watch for patterns in communication. Shouting, avoiding, changing the
subject, rolling eyes and giving ultimatums are disruptive and can pull
the focus off of the goal of solving the conflict.

13. E. Sustaining Team Momentum
Reduction Team Conflict
•Conflict resolution with AI Method

14. WORKSCOPE
Discover
Share with the team of the moments
you have felt most engaged, most
alive and most excited?
Share with the team of your three
achievement s at work?
Team Planning

15. WORKSCOPE
Dream/Desirable
future state
What is your desirable future for
the team?
Team Planning

16. WORKSCOPE
Design
Choose three of the dreams.
Develop the action plan for
each dream
Present your process of achieving the
dream.
Invite feedback from the audience
Team Planning

17. WORKSCOPE
Destiny
Who do what by when
Set the date for review
Team Planning

18. GREY AREAS
Employees Role Employees Role Grey Areas Potential
Conflict
Solution
KS Chew Training
Admin
Ros Operator
Training
Staff
recertification
records
Date of
submission
to
synchronize
LMS system
Collect data
a week early
Hand shake
both
software

19. GREY AREAS
Employees Role Employees Role Grey Areas Potential
Conflict
Solution

20. RESOURCE ALLOCATION
Conflicts over staplers, copier use, computer access, and
room temperature seem minor, consider the implications.
Employee Department Current
Resources
Needs
Future
Resources
Needs (1-2
years)
Karimuddin OTG LMS
Multimedia
Upgrade – 3 unit
computers
LMS learning
Module
LM Ho Technical Training Recruit 4
Technical Trainers
Cubicle for 3
technical trainers
2 Technical Center
Set up RM 100K
each

21. RESOURCE ALLOCATION
Conflicts over staplers, copier use, computer access, and
room temperature seem minor, consider the implications.
Employee Department Current
Resources
Needs
Future
Resources
Needs (1-2
years)

22. DEVELOPMENT
Teach and encourage better communication
Employees learn to express their thoughts and feelings in ways
that resolve conflicts rather than escalate them.
Job Rotation (6 months to 1 year) and Job Shadowing ( 2
weeks)
Change and vary team job assignments to increase
understanding
Profiling to understand areas strengths and development
MBTI, Personality Plus, DISC

23. LEADERSHIP
BEHAVIOURS
1. Be Fair
2. Share info to all parties
3. Spend time with your employees