Karsegal

The "Team Performance Management" page is currently very brief in content. It is important to include a brief yet cohesive summary of the topic at the top of the page. However, to expand this section I would utilize the models which Thompson presents in Chapter 2: Performance and Productivity, in addition to other content discussed in the Organizational Communication course. I would create a few sections, similar to the ones included in Thompson's Chapter 2 in regards to evaluating the performance of a team in addition to what it takes for a team to perform well. Some of these sections would be: the team performance equation, performance analysis questions, and successful performance criteria. In addition, the edited page would include relevant links to social loafing pages as examples of ineffective team performance as well as the image of the integrated process of teamwork. The few links that this stub article uses are not really relevant to the page at hand (for example a link to a page that defines the word concept), I would focus on including links to exclusively relevant pages. (Karsegal (talk) 00:57, 23 September 2014 (UTC)Karen Segal)

Draft 1 Proposal for Group Conflict Edits (Moved from Team Conflict Talk Page)

Team Conflict Types of Conflict 1. Relationship Conflict, also known as A-type conflict, emotional conflict, or affective conflict is when there is disagreement among group members about personal or social issues, such as personality differences or differences in norms and values. [1] These conflicts generally occur when group members dislike one another.and in ine study 40% of disputes were due to “individual enmity between the principals without specific reference to other issues (Morrill).” Relationship conflict includes conflicts about personal taste, political preferences, values, and interpersonal style.[2]

Measuring/Assessing Relationship Conflict: How often do people get angry while working in your work group? How much relationship tension is there in your work group? (Jehn and Mannix) 1. Task Conflict, also known as cognitive conflict or C-type conflict, is the presence of disagreement regarding the content and outcome of the work being done such as the merit of ideas, plans, and projects[1]. Task conflict can include conflicts about the distribution of resources, procedures, and policies, and judgments and interpretation of facts [2]

Measuring/Assessing Task Conflict: How much conflict of ideas is there in your work group? How frequently do you have disagreements within your work group about the task of the project you are working on? (Jehn and Mannix)

1. Process Conflict is a disagreement regarding how to approach a task and the delegation of duties and resources. Measuring/Assessing Process Conflict: How often do members of your work group disagree about the delegation of tasks? (Jehn and Mannix) Effects of Conflict on Team Performance Results show that for team performance, both task conflict and relationship conflict are disruptive. When there is a strong relationship between task and relationship conflict, task conflict predicts worse performance. However, when there is no relationship between task conflict and relationship conflict, then task conflict does not predict worse performance [1]. However, for team member satisfaction, relationship conflict is more disruptive than task conflict[2].

Causes of Conflict Conflict within a group begins with an initial disagreement from disagreements about different opinions to disagreements about the group's leadership to disagreements over scarce resource. When there is an initial disagreement, competing co-workers attempt to bring the disagreeing co-workers to their side. If they are unable to persuade their co-workers, the disagreement grows into anger. Conflict arises grows the initial disagreements when persuasion gives away to arguing and emotions take the place of logic. The once united group then splits into subgroups, factions, and coalitions to compete against each other until there is a resolution. Once cooperative relationships turn into competitive relations [3].

There can be many causes of conflict including: 1. Perceived breach of faith and trust: When confidence is broken, it creates an emotional response that elevates to conflict. A breach of trust unleashes our strongest emotions that frequently lead to conflict.

2. Unresolved disagreements: When disagreements are left unresolved, associated feelings and emotions will remain in force. Suppressed emotions can erupt sometimes in excess.

3. Miscommunication: We do not always state the picture in our minds. Our errors with communication often lead to frustration, especially if neither person is willing to accept responsibility for it.

4. Personality clashes: Everyone has their own ambitions, goals, and perspectives which come in the way of helping them see the other’s point of view.

5. Differences in acquired values: Value systems are a strong drivers of behavior and are frequent sources of conflict.

6. Underlying stress and tension: Stress gives people difficulty with thinking about a problem clearly.

7. Ego problems: With the "I'm right" mentality, it is hard to see the other person's point of view.

Team conflict can be healthy and unhealthy for the team depending on what type of conflict it is. A conflict is healthy when the conflict is about legitimate differences of opinion about the team's task. Focusing on task issues can help team members create creative solutions for the problem they had. Conflicts become unhealthy when there are conflicts between individuals and group goals, power, rewards, and resources. For example, interpersonally destructive conflict leads to lowered effectiveness [4]. Interpersonal conflict easily becomes personal because team members are willing to denigrate each other's skills, abilities or functioning in some way to attach each other. Moral conflicts can also become unhealthy because they are likely to last longer. People have conflicts over varying morals but personal values are not so easily changed. Because people have difficulty viewing other opinions in shared terms, it becomes difficult to reach compromise and the conflict becomes more prolonged and resentment grows (and stays) between the opposing parties [4]. Differences between team members due to characteristic styles of working which may cause prolonged mutual antagonism and friction because working styles are not easy to change. Conflict over high stakes distributional needs are also unhealthy because they are about who gets what and who gets how much. These conflicts are not easy to solve because they come win-lose situations [4].

Conflict Management

An analysis of conflict management resulted in seven categories of conflict resolution strategies which are voting, compromise or consensus, discuss or debate, open communication, idiosyncratic solutions, avoided or ignored, and rotating responsibilities [5]. A group of teams that demonstrate the theoretical ideal of managing and preventing conflict because of their consistently high or increasing performance and satisfaction used the following tactics for resolving the various types of conflict [5]:

• Resolving Relationship Conflict: With the presence of negative non-verbal behavior or having to deal with an overly dominant personality, this group reported avoiding or ignoring the behavior to ensure that it did not disrupt the group. For example, “One member was smart and made good contributions to the group, but was very insulting, so we listened to his points and ignored the bad faces he made.”

• Resolving Process Conflict: With the presence of time management and dominating group member issues, the primary management strategies included rotating responsibilities and discussion or compromise. For example, one team’s solution was for most of the team to pull the load of the work until one member did most of the work later in the quarter.

• Resolving Task Conflict: Teams reported using compromise, discussion or debate, and open communication to secure solid understandings behind group decisions by considering the pros and cons of different opinions, alternatives, and possible solutions. For example, one team dealt with conflict by allowing every member the chance to explain his/her views and then go through a discussion to pick the most convincing argument.

Seasaltpitachips (talk) 4:23 pm, 14 November 2014, last Friday (3 days ago) (UTC−5)seasaltpitachips Seasaltpitachips (talk) 4:23 pm, 14 November 2014, last Friday (3 days ago) (UTC−5)karsegal 1. ^ Jump up to:a b c Wit, Frank R. C. De, Lindred L. Greer, and Karen A. Jehn. "The Paradox of Intragroup Conflict: A Meta-analysis." Journal of Applied Psychology (2011): n. pag. Web. 2. ^ Jump up to:a b c Dreu, Carsten K. W. De, and Laurie R. Weingart. "Task Versus Relationship Conflict: A Meta-Analysis." Academy of Management Proceedings & Membership Directory 8.1 (2002): n. pag. Web. 3. Jump up^ [1], "Conflict Management in Teams: Causes and Cures"Delhi Business Review 7.2 (2006): n. pag. Web 4. ^ Jump up to:a b c [2], "Causes of Disputes and Conflicts" (2003): n. pag. Web 5. ^ Jump up to:a b Behfar, Kristin J., Randall S. Peterson, Elizabeth A. Mannix, and William M. K. Trochim. "The Critical Role of Conflict Resolution in Teams: A Close Look at the Links between Conflict Type, Conflict Management Strategies, and Team Outcomes." Journal of Applied Psychology 93.1 (2008): 170-88. Web. — Preceding unsigned comment added by Karsegal (talk • Karsegal (talk) 21:01, 9 December 2014 (UTC)

Your submission at Articles for creation: sandbox (December 11)

Your recent article submission to Articles for Creation has been reviewed! Unfortunately, it has not been accepted at this time. The reason left by Jackmcbarn was: Please check the submission for any additional comments left by the reviewer. You are encouraged to edit the submission to address the issues raised and resubmit when they have been resolved.

• If you would like to continue working on the submission, go to User:Karsegal/sandbox and click on the "Edit" tab at the top of the window.
• If you need any assistance, you can ask for help at the Articles for creation help desk or on the reviewer's talk page.
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Jackmcbarn (talk) 05:09, 11 December 2014 (UTC)

Hello! Karsegal, I noticed your article was declined at Articles for Creation, and that can be disappointing. If you are wondering or curious about why your article submission was declined please post a question at the Articles for creation help desk. If you have any other questions about your editing experience, we'd love to help you at the Teahouse, a friendly space on Wikipedia where experienced editors lend a hand to help new editors like yourself! See you there! Jackmcbarn (talk) 05:09, 11 December 2014 (UTC)

Your draft article, User:Karsegal/sandbox

Hello, Karsegal. It has been over six months since you last edited your WP:AFC draft article submission, entitled "sandbox".

The page will shortly be deleted. If you plan on editing the page to address the issues raised when it was declined and resubmit it, simply and remove the {{db-afc}} or {{db-g13}} code. Please note that Articles for Creation is not for indefinite hosting of material deemed unsuitable for the encyclopedia mainspace.

If your submission has already been deleted by the time you get there, and you want to retrieve it, you can request its undeletion by one of two methods (don't do both): 1) follow the instructions at WP:REFUND/G13, or 2) copy this code: {{subst:Refund/G13|User:Karsegal/sandbox}}, paste it in the edit box at this link, and click "Save page". An administrator will in most cases undelete the submission.

Thanks for your submission to Wikipedia, and happy editing. JMHamo (talk) 22:36, 30 June 2015 (UTC)