Day Two - Storming

•Feelings•Behaviors

•Tasks

The Rules for “The Hunt”

Figure out each of the ten items. Purchase and get a receipt for each item. Cannot call students who have taken this course. Log in at New Ventures when your team is done.

Whole team needs to arrive back before log-in. Ready to begin class at 10:00 a.m.

Score: Based on accuracy, thrift, and speed, not necessarily in that order.

Cash Award for winning team. Clue Sheet Handout.

The Hunt

Accuracy: Most items.

Thrift: Lowest expenses.

Speed: Log-in times.

Team Scores. Winner. Discussion.

Conflict Every day. Every person. Everyone wants to

participate in decisions that affect their lives.

Everyone participates in conflict every day.

Team Exercise:The Princess Story

Fill out form individually first.

Meet in your teams. Make consensus

decisions together: Who is most

responsible for death of the lovely princess?

Tape your interaction.

Exercise: Video Review and Team Meeting

Review video of “The Princess Story” exercise.

Use “Team Analysis Form”. Run tape, then:

Analysis and conversation. Use the five-step process in the Team

Meeting. Back in about an hour.

Large Group De-briefing

Plus: What did we do well?

Delta: What can we improve upon?

How well are we functioning as a team?

Meetings to Inform

Tell all meetings Lots of Reports Very little

interaction People are bored No consent agenda Attendance goes

down

Meetings to Persuade

Selling already formed opinions.

Defending a position.

Listening to refute. Unfavorable

reaction to disagreement.

Meetings to Problem

Solve

•Solve real problems.

• Search out new ideas.

• Listen for understanding.

• No speeches.

• Stimulate differences of opinions.

The Five Steps

Five Step Team Meeting Process: Step One – Purpose, Benefits and

Rules. Step Two – Get everyone’s opinion,

insight, perspective. Step Three - Find areas of

agreement and disagreement. Step Four – Resolve disagreements. Step Five – Develop an action plan.

Step One: Kick Off

Welcome everyone. Provide a clear,

specific purpose. Benefit of the

meeting. Ground rules for the

meeting. Mapping the process.

Step Two: Issue Analysis

Meeting run by facilitator. Get everyone’s opinion,

insight, perspective. Round robin solicitation. Start with the least vocal. Note ideas, opinions on a

board or chart. Question each other but no

criticism. Analysis only - no solutions

yet.

Step Three: Cards on the Table

Ask each person for agreements or disagreements on each issue.

Show agreements with “A”. Show disagreements with

“D”. Identify areas of agreement

and disagreement. Do not yet try to resolve them.

Step Four: Resolve Disagreements

Clarify the areas of disagreement: Factual, interest or value

conflict? Focus on interests not

positions. Specify areas of

disagreement and why. Search for resolution in the

group.

Step Five: Create an Action Plan

Move toward a plan of action.

Be clear about who is going to do what and by when.

Be specific about these plans.

Make sure each party knows what the plan is.

Types of Conflicts

and How to Solve Three basic kinds of

conflicts: Factual/ judgment Interest/ goal Value / ethical

All three kinds may be present.

Knowing what kind is a big help in knowing how to manage.

Factual/ Judgment Conflicts Arise from the perception

that the other party has drawn a different (often assumed to be wrong!) conclusion about an empirical situation.

Example: Coke can.

Managing Factual and Judgment Conflicts

Keys to resolution: Anticipate ahead – keep good notes,

reports. Be clear about what the facts or

judgments in dispute are. Discuss what would resolve the dispute.

Agree to find that information. Incorporate more information, data,

insights and reasoning for a more inclusive, accurate and objective view.

Goal / Interest Conflicts

Arise from the perception of incompatible interests or goals.

Examples: Goals / Objectives Limited Resources Quality vs.

quantity

Issue, Interest and Position

Issue: The problem, dispute or conflict.

Interest: What a party values; tangibles and intangibles that the follower wants achieved.

Position: The means proposed or solutions offered regarding the issues that will achieve the party’s interests.

Managing Interest Conflicts

Keys to resolution: Distinguish between interests

and positions Generate complete set of

interests Look for similar interests,

compatible interests, different interests

Identify what makes the interest conflicting – can certain elements be changed, delayed, moved, altered, etc.

Value Conflicts

Arise from the perception that the other’s behavior should have been different.

Examples: Ethics, fairness,

justice. Normative

expectations. Rule-following.

Managing Value Conflicts

Keys to resolution: Values or standard

clarifications. Applicability of

standards. Comparison of

behaviors to standards.

Redress of grievances.

Two Common Methods

Hard Bargaining: contest of wills takes extreme position holds out longer

Soft Bargaining: avoids personal conflict makes concessions readily wants an amicable resolution

Third Way:Principled Negotiation

Neither hard nor soft. Decides issues on their merits. Looks for mutual gains. Results based on fair standards. Hard on merits, soft on the people. Neither side takes advantage of

other person.

Arguing over Positionsis not efficient

Hard bargaining usually takes a lot of time (which adds to the costs).

Positional bargaining provides incentives for both sides to employ delay tactics: Dragging your feet Walking out of the room Stonewalling, filibusters Stubbornly holding positions

Arguing produces Un-wise agreements

Too much attention paid to locking oneself into a position.

Little attempt to understand or listen to the other side.

Ego becomes identified with position. Result is an agreement that often is

not satisfying to either party.

The Problem

Haggling Arguing Hard bargaining

often does not reach an agreement at all

AND often destroys the

working relationship in the process.

Principled Negotiation:Three Criteria

1. Should produce a wise agreement.

2. Should be efficient.

3. Should improve or at least not damage the relationship.

Four Major Points

1. Separate the people from the problem.

2. Focus on interests, not positions. 3. Generate a variety of alternative

solutions for mutual gain (both parties).

4. Insist that the results be based on some objective standards.

Thomas’ Joint Outcome Space

Collaborative10,10

Accommodating0,10

Avoiding0,0

Competing10,0

Compromising5,5

Degree of Satisfaction of the Other’s Concern

Deg

ree

of S

atis

fact

ion

of th

e Pa

rty’

s Con

cern

Zero-sum Line

Thomas, K. W. (1992). Conflict and negotiation processes in organizations. In: Handbook of industrial and organizational psychology, Vol. 3 (2nd ed.). Dunnette, M. D. & Hough, L. M.; Palo Alto, CA: Consulting Psychologists Press, Inc, 651-717

Thomas / Fisher & Ury Best conflict handling style:

No hard bargaining Competing

No soft bargaining Avoiding or Accommodating

Principled Negotiation Collaborating is the ideal conflict

handling style Win - Win

Using the Five Step Meeting Process in a Team Setting

Reach by consensus. Two-part agenda:

What is the most pressing social issue in the Quad Cities?

Jobs, health care, education, recreation, poverty, mental health, infrastructure, quality of life, etc.

What can we do about it? Come up with three

strategies.

The Five Steps

Five Step Team Meeting Process: Step One – Purpose, Benefits and

Rules. Step Two – Get everyone’s opinion,

insight, perspective. Step Three - Find areas of

agreement and disagreement. Step Four – Resolve disagreements. Step Five – Develop an action plan.

Step One: Kick Off

Welcome everyone. Provide a clear,

specific purpose. Benefit of the

meeting. Ground rules for the

meeting. Mapping the process.

Step Two: Issue Analysis

Meeting run by facilitator. Get everyone’s opinion,

insight, perspective. Round robin solicitation. Start with the least vocal. Note ideas, opinions on a

board or chart. Question each other but no

criticism. Analysis only - no solutions

yet.

Step Three: Cards on the Table

Ask each person for agreements or disagreements on each issue.

Show agreements with “A”. Show disagreements with

“D”. Identify areas of agreement

and disagreement. Do not yet try to resolve them.

Step Four: Resolve Disagreements

Clarify the areas of disagreement: Factual, interest or value

conflict? Focus on interests not

positions. Specify areas of

disagreement and why. Search for resolution in the

group.

Step Five: Create an Action Plan

Move toward a plan of action.

Be clear about who is going to do what and by when.

Be specific about these plans.

Make sure each party knows what the plan is.

Summing up and looking forward

A day of storming. On the move tomorrow. Try to solidify our gains

and team cohesion. Move closer to getting the

team ready to serve their customer on Thursday.

Back at McMullen Hall at 8:00 am on Wednesday.

www.QCLCI.comwww.servantleadershipmodels.comEbenerDanR@sau.edu