Use of problem-solving techniques for resolving conflicts
The report will be based on the analysis of the ways by which an effective team will be formed between the members or employees of different organizations. The processes and strategies which can be used by the organizations in order to take the team through different stages will be analysed in the report. The strategies implemented to manage the performance of the team will also be analysed in detail in the report as well. The analysis will also provide an effective explanation of the strategies which can be implemented by the company in order to take the team from conforming to performing stage (Benton 2017).
Entire analysis will be related to a hypothetical situation which is based on emotional conflicts which have been faced by the employees or members of the team which has been formed. The issues which have been faced by the members of the cross-generational teams will be analysed in the report in a detailed manner. The situation which will be discussed is based on the merging of two organizations and managing the opposing viewpoints of the employees or members who are a part of the newly developed team (Cummings and Worley 2014).
As discussed by Lacerenza et al. (2018), problem-solving and the decision-making based techniques can be used for the purpose of resolving the issues which are faced by the members of the team which are formed within the organization. The employees or the members of the team are always conflict averse in nature and the issues thereby need to be solved in order to achieve certain objectives. The major factors which can be used for defining conflicts mainly state that, the conflicts can happen always and they are able to provide opportunities in order to improve relationships and the system as well. The problem-solving process is thereby based on seven major steps which can be used for resolving the conflicts in the following manner,
- Identification of the issues – The new team which has been formed by the merger of two organizations has started facing many different conflicts based on envy, insecurity and envy as well. The employees are mainly annoyed as they have lost their colleagues in the process of team formation. The levels of communication which have taken place between team members are not effective in nature. This has led to the lack of productivity and morale of the employees. The differences in personalities is also a part of the conflict which has taken place in the team (Mitchell, Wynia and Golden 2017).
- Understanding the interests of the members – This step will be based on the ways by which the interests and needs of the members can be analysed and understood. The leader needs to understand different types of mentalities and personalities of the members in order to decide the ways by which they can work in a collaborative manner (O’Leary 2016).
- Listing the possible solutions – The communication based issues which are faced by the members can be solved with the help of effective team meetings. The meetings need to be held on a periodic basis in order to let the cross generational members to understand each other (Parke, Campbell and Bartol 2014).
- Evaluation of the options – First option based on managing the team is related to enhancement of the morale of employees with the help of proper motivation and creating a collaborative working environment. Second option is based on the development of communication networks with the help of digital platforms. The digital communication will help employees to stay connected with each other and further to resolve the conflicts as well (Peralta et al. 2018).
- Selection of the appropriate option – The most appropriate option in this case is based on the ways by which the management can develop a digital communication based platform among the employees. High levels of communication will be helpful in solving the conflicts and further to use the diversity levels in an effective manner.
- Documentation of the agreement – The documentation of selected option is important for the operations of the company and resolution of the conflicts which have taken place (Reyes, Tannenbaum and Salas 2018).
- Agreement based on contingencies, monitoring and evaluation – The major issue which can occur in the implementation of the problem solving technique is related to the increase in number of issues which are faced by the company based on lack of understanding of the digital communication. The digital communication techniques thereby need to be monitored so that the messages are communicated in an effective way (Scott et al. 2015).
Identification and discussion of strategies and ways of managing the ongoing performance of the team using motivation and feedback techniques
As discussed by Tabassi et al. (2014), the performance of the team which has been formed by merging the employees from different organizations can be managed with the help of proper motivation. The levels of performance of the teams are thereby based on the ways by which the members feel that they own the work of which they are an important part. The employers or the management of the organization need to make the members or employees to feel like they own the work process.
The employees need to be provided by a reason to work within the organization by providing them with a big picture. Increasing the levels of curiosity among the employees is considered to be an important factor which is able to affect the ways by which they are able to accomplish various tasks. The levels of trust which are provided by the management to the employees can increase their engagement in different organizational activities. Ownership mentality can be highly effective for the proper identification of the performance of the employees (Whaley and Gillis 2018).
Motivation theories are helpful in developing the teams in such a manner which can affect members of the team in an effective manner. The motivational theories can be implemented in order to motivate the members of the team and further increase levels of collaboration as well.
Motivation theories to drive performance
According to Woodcock (2017), Maslow’s hierarchy of needs is a theory which can be implemented in order to motivate the employees based on different needs which include, the physiological needs, safety based needs, social needs, self-esteem needs and the self-actualization needs. The needs can be fulfilled on a step-by-step basis in order to achieve high levels of collaboration between the team members. The team which has been developed in this case consists of employees who belong to different organizations. Fulfilment of the needs of different employees is thereby considered to be an important factor which will be able to affect the performance level of the team.
The manager needs to have an appeal to the team members with the help of rewards that can be provided to them. The teams can be managed in such a manner which can help in increasing the levels of loyalty. The new employees can thereby be loyal to an organization so that they are able to perform above the levels of expectations. The needs of individual employees need to be followed in a manner which can be helpful in empowering them and increasing the collaboration levels as well (Yang 2014).
Evaluation of the ways by which these strategies are able to move the team from conforming stage of Team Development to the performing stage
According to Crow (2015), the formation and development of teams is based on different stages which are related to their ultimate performance. Different stages which are a part of the team development process mainly include, forming, storming, norming, performing. The movement of the teams from one stage to another is based on different functions which are performed in the process. The team which has been developed in the hypothetical situation is in the forming stage.
This is the first stage related to team development is based on the ways by which the team members are assembled and they tend to understand the working based styles of each other and further analyse the strengths and weaknesses. The trust based levels which have been developed and communication process has been formed for achieving the goals. The team managers or leaders thereby need to move the team from forming to performing stage with the help of different functions. The team needs to be moved from the storming to performing stage with the help three major tips (Yang 2014). Different steps which can be taken for taking the team from norming to performing stage are as follows,
- The manger needs to talk to the team based on the development based models of the teams. In this case the team has been able to pass the storming stage. This team thereby needs to be moved from forming to performing stage. The team needs to be provided with effective levels of information based on the work process and their target as well. This will help the team to set their goals and work towards them in a systematic manner (Woodcock 2017).
- The team needs to be provided with information based on their specific responsibilities and roles. The disagreements which can thereby arise in their working process can be resolved with the help of realignment of the team with path of progress. The team needs to be provided with an effective framework in order to manage different conflicts (Scott et al. 2015).
- The team leaders further need to speak to the members in an effective manner. The norming stage is based on the ways by which the members of the team can collaborate with each other. The levels of positivity also need to be maintained within the team in order to ensure the high quality based work. The ultimate goal in this case is based on the expertise, ideas and opinions which are offered by the diverse members of the team (Mitchell, Wynia and Golden 2017).
Conclusion
The report can be concluded by stating that the team members need to be managed effectively with the help of proper motivation based techniques. The problem solving based techniques which are used by the management can be used in order to gain a consensus of the entire team. The proper identification of strategies is also important in order to manage the performance of employees. The team can be moved from norming to the performing stage with the help of implementation of the tips which have been provided in the report. Performing is thereby considered to be the ultimate stage of the development of teams in an effective manner.
References
Benton, S., 2017. Development of Team Performance. Psychometric Testing: Critical Perspectives, p.129.
Crow, T., 2015. Team building isn’t just movie magic. The Learning Professional, 36(3), p.4.
Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage learning.
Lacerenza, C.N., Marlow, S.L., Tannenbaum, S.I. and Salas, E., 2018. Team development interventions: Evidence-based approaches for improving teamwork. American Psychologist, 73(4), p.517.
Mitchell, P., Wynia, M. and Golden, R., 2017. Team Development Resources. Integrated Care: A Guide for Effective Implementation, p.87.
O’Leary, D.F., 2016. Exploring the importance of team psychological safety in the development of two interprofessional teams. Journal of interprofessional care, 30(1), pp.29-34.
Parke, M.R., Campbell, E.M. and Bartol, K.M., 2014. Setting the stage for virtual team development: Designing teams to foster knowledge sharing. In Academy of Management Proceedings (Vol. 2014, No. 1, p. 17244). Briarcliff Manor, NY 10510: Academy of Management.
Peralta, C.F., Lourenço, P.R., Lopes, P.N., Baptista, C. and Pais, L., 2018. Team development: Definition, measurement and relationships with team effectiveness. Human Performance, 31(2), pp.97-124.
Reyes, D.L., Tannenbaum, S.I. and Salas, E., 2018. Team Development: The Power of Debriefing. People & Strategy, 41(2), pp.46-52.
Scott, J., Buytaert, N., Cannell, K., D’Souza, M., Gault, D., Gielis, D., Hartman, R., Kubicek, D., Mattamal, R., McGhan, D. and Mignault, F., 2015. Team Development. In Expert Oracle Application Express (pp. 215-247). Apress, Berkeley, CA.
Tabassi, A.A., Ramli, M., Roufechaei, K.M. and Tabasi, A.A., 2014. Team development and performance in construction design teams: an assessment of a hierarchical model with mediating effect of compensation. Construction Management and Economics, 32(9), pp.932-949.
Whaley, A. and Gillis, W.E., 2018. Leadership development programs for health care middle managers: An exploration of the top management team member perspective. Health care management review, 43(1), pp.79-89.
Woodcock, M., 2017. The stages of team development. In Team Development Manual (pp. 29-36). Routledge.
Yang, I., 2014. What makes an effective team? The role of trust (dis) confirmation in team development. European Management Journal, 32(6), pp.858-869.
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