Why is My Team Failing: Understanding Conflict and Building Trust
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The prevalence of virtual-based teams have increased significantly within recent decades as a result of expanding corporate globalization. This rapid growth has exacerbated communication issues within the global virtual team setting. Issues related to poor work-life balance due to variance in work time zones, poor dissemination of team decisions and discussions, and insufficient use of collaborative tools, are common issues within the global diverse virtual team. Challenges exist even in virtual teams that are based in a single region, as differences in functional backgrounds and departmental cultures create challenges which are difficult to address within their virtual setting. Although interdependent constructs appear to be straight-forward and clear, the challenges teams face in accomplishing a shared goal is complex. Research in the area of team dynamics has provided support and guidance on improving interpersonal relationships, communications, and planning; thereby, enhancing team efficiencies. This presentation will review emotional intelligence (EI) and how it relates to the current team efficacy research. The related attributes and challenges at the individual, team, leadership, and organizational level will be reviewed with a focus on enabling the virtual-based team to succeed. With over 16 years of experience as a virtual team member, Christine Loch brings a wealth of experience and knowledge to the science of team dynamics. She is currently completing her PhD in organizational leadership at Northeastern University, Boston MA, with a research focus on team dynamics in the virtual-setting. As a past presenter at the national Drug Information Association Conference, and several times a presenter at the national Oncology Nursing Society Congress, Christine brings an engaging presence on this captivating topic, which will leave the audience with at least one new pearl of wisdom to try out on their own virtual-based teams at home.
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Why is My Team Failing: Understanding Conflict and Building Trust
- 1. Why is My Team Failing Christine Loch Senior Medical Writer PRA Health Sciences Society for Technical Communication Conduit : STC-PMC Mid-Atlantic TechComm Conference Willow Grove, PA April 7, 2018
- 2. Agenda The Anatomy of Conflict A Cultural View of Conflict Trust Bringing Your Best Self to the Table Your Turn: Applying the Theories
- 9. TEAM MEETING Anatomy of Conflict: Baggage
- 11. NORMS EXPECTATIONS CULTURE Anatomy of Conflict: Communications & Positionality
- 12. Anatomy of Conflict: Communications & Positionality
- 14. “…a process whereby one party perceives that their interests are being opposed by another party…”(Iorio & Taylor, 2014). Complicated by…. Positionality Emotions Anatomy of Conflict (Iorio and Taylor, 2014; Wickramasinge and Nandula, 2015)
- 15. Anatomy of Conflict Disruptive Reducing overall team performance Strained relationships Enhanced creativity Lead to innovative problem-solving, More complete shared understandings across a team (Iorio and Taylor, 2014; Wickramasinge and Nandula, 2015)
- 16. Anatomy of Conflict: Structural Balance Theory (Wallace, Heath, and Singh, 2013; Wickramasinghe and Nandula, 2015; Huang, 2016; Meyer, Bond-Barnard, Steyn, and Jordann, 2016) GOOD BAD
- 17. The Anatomy of Conflict: Maladaptive Cycle Conflicting Views Discomfort Avoidance Communication Breakdown Misconceptions (Wickramasinghe and Nandula, 2015; Huang, 2016; Meyer, Bond-Barnard, Steyn, and Jordann, 2016)
- 18. High Other Concern Low Other Concern High Self-Concern Collaborate Compete Low Self-Concern Accommodate Avoid Compromise The Anatomy of Conflict: Dual Concern Theory (Martinez-Moreno, Zornoza, Orengo, Thompson, 2015)
- 19. The Anatomy of Conflict: Causes (Huang, 2016; Wickramasinghe and Nandula, 2015; Wallace, Heath, and Singh, 2013) personality Tasks Processes
- 20. (Lencioni, 2001) The Anatomy of Conflict
- 21. The Anatomy of Conflict: Beware of the False Resolution (Martinez-Moreno, et al., 2015; Huang, 2016)
- 23. (Huang, 2016) A Cultural View of Conflict Western Cultures • Competitive • Individual Focused Eastern Cultures • Avoid; Resolve Quickly • Team Focused
- 24. Russians may disagree just for lively discussion. Brazilians, Mexicans, and Saudi Arabians may avoid disagreements. The Danish, German, and Dutch may prefer conflict when approached in a calm and factual manner. (Meyer, 2015) A Cultural View of Conflict
- 25. (Meyer, 2015) A Cultural View of Conflict
- 26. Trust
- 27. Trust Clarity in Roles and Responsibilities Social Connections Common Goals TRUS T Distributed Leadership
- 28. Trust Be Vulnerable Seek clarity Seek support Be Supportive Compliment Praise Ask open ended questions Seek input from around the room/call Share the Load Shared decision making Create Social Connections Pre/post meeting chats TRUST
- 30. • Emotional Intelligence • Active Listening • Shared Space • Transforming Power Bringing Your Best Self to The Table
- 31. (Bradberry, and Greaves, 2009) Bringing Your Best Self to The Table Can I identify and control my internal emotions? What emotions am I perceiving from others?
- 32. Emotional Intelligence is not a transformation to sainthood (Bradberry & Greaves,, 2009) It is….. - Reflect on your reactions - Seek to understand your reactions - Make appropriate changes Bringing Your Best Self to The Table
- 33. Bringing Your Best Self to The Table
- 34. 1. Affirm One Another 2. Give Each Person Space 3. Don’t Interrupt 4. Only Volunteer Yourself 5. “I” Statements 6. Respectfully Listen 7. Be Open (AVP, 2002) Active Listening Applying the Theories Assumptions
- 35. AUDIO Tonology Volume Pace Pressure When We Speak Terminology Clarity VISUAL Body Language Facial Expression Dress Where and When We Sit The Handshake Bringing Your Best Self to The Table
- 36. (AVP, 2002) My Idea My Idea My Idea My IdeaMy Idea My Idea My Idea My Idea Ignoring Bringing Your Best Self to The Table Shared Space Psychologically Safe
- 37. 1. Search for Common Ground 2. Reach for What is Good in Others 3. Listen Before Making Judgements 4. Seek Truth, Disregard Assumptions 5. Use Surprise and Humor 6. Follow Your Gut, Your Inner Sense of When and How to Act 7. Build Community Based on Respect and Truth (AVP, 2002) Transforming Power Bringing Your Best Self to The Table
- 39. Now, Let’s Talk
- 41. References AVP (2002). AVP manual basic course. St Paul, Minnasota: AVP USA. Bradberry, T., & Greaves, J. (2009). Emotional intelligence 2.0. San Diego, CA: Talent Smart. Huang, L. (2016). Interpersonal harmony and conflict for Chinese people: a yin-yang perspective. Frontier Psychology . 7: 1-14. doi: 10.3389/fpsyg.2016.00847 Iorio, J., Taylor, J. E. (2014). Boundary object efficacy: the mediating role of boundary objects on task conflicts in global virtual project networks. International Journal of Project Management. 32:7-17. doi: 10.1016/j.ijproman.2013.04.001 Lencioni, P. (2001). The five dysfunctions of a team. San Francisco, California: Jossey-Bass. Martinez-Moreno, E., Zornoza, A., Orengo, V., Thompson, L. F., (2015). The effects of team self-guided training on conflict management in virtual teams. Group Decision and Negotiation Journal. 24:905-923. doi: 10.1007/s10726-014-9421-7 Meyer, E. (2015) Getting to si, ja, oui, hai, and da. Harvard Business Review.74–80. Retrieved from https://hbr.org/2015/12/getting-to-si-ja-oui-hai-and-da Meyer, I.P., Bond-Barnard, T.J., Steyn, H., Jordaan, J. (2016) Exploring the use of computer-mediated video communication in engineering projects in south africa. South African Journal of Industrial Engineering. 27 (2):60-71. doi: 10.7166/27-2-1298. Wallace, S., Heath, D., Singh, R. (2013). Structural stability and virtual team conflict. 2013 46th Hawaii International Conference on System Sciences. doi: 10.1109/HICSS>2013.501 Wickramasinghe, V., Nandula, S. (2015). Diversity in team composition, relationship conflict and team leader support on globally distributed virtual software development team performance. Strategic Outsourcing: An International Journal. 8(2/3); doi: 10.1108/SO-02-2015-0007
Notes de l'éditeur
- Welcome Before Lunch Keep blood sugars up/ snack Lots of engagement and Q&A Continue the conversation over lunch
- Index Cards & Pens: Instructions No Name on Card Write on the card, what you like to change in your teams and/or work environment.
- Index Cards & Pens: Instructions No Name on Card Write on the card, what you like to change in your teams and/or work environment.
- In between = maladaptive behaviors - avoidance, when faced with conflicting views. - avoidance = communication breakdown; - misconceptions erodes the health of team relations, - reducing cohesion, effective -knowledge exchange - overall team productivity).
- - avoidance, when faced with conflicting views. - avoidance = communication breakdown; - misconceptions erodes the health of team relations, - reducing cohesion, effective -knowledge exchange - overall team productivity).
- Although both Wickramasinghe and Nandula (2015), and Huang, (2016), attempt to place emotions in a separate unique category, research supports that negative emotions are associated with most conflict, despite the causality. Studies conducted by Huang (2016) support that task and process-based conflicts, do elicit emotional responses. In such cases, emotions remain on the periphery, and as such, are easier to control, thereby allowing for a clearer path to open communication and subsequent conflict resolution (Huang, 2016)
- As such, Huang’s (2016) research finds that despite the type of initial conflict (emotional or task/process-based), a superficial harmony, created by avoidance or accommodation and driven by a low self-concern, can result in lingering negative emotions (Huang, 2016). These residual emotions can insidiously erode at the collaboration and connections within the team
- Oprah “eating the room”