Leaders to Leader

Lessons from the Great American Leaders & How They Apply Now

Posts Tagged ‘personality styles

Conflict Does Not Occur in a Vacuum

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conflict

Conflict and problems do not typically occur in a vacuum. The roots of existing conflict reside within each organization and its individual members. These potential conflicts can undermine the manager’s ability to lead the group he or she directs and to make sound decisions that result in a positive outcome.

Managers are confronted with a dilemma when it comes to conflict resolution. If they are unable to find the most workable fit between the problems that result in conflict and the group they direct, their ability to lead their employees will be diminished.

Many of the factors that contribute to conflict and undermine a manager’s ability to lead can be treated independently. Conflict resolution is complex, and managers must identify contributing factors and modify their approach accordingly in order to arrive at the best solution. This takes time, attention to detail, and a careful assessment of the most critical elements and surrounding circumstances within each specific conflict situation.

Not all managers are in situations where their people possess sophisticated interpersonal skills and have an open mind toward the resolution of conflict. In fact, many manage and direct groups whose makeup creates additional conflict rather than proactive solutions to already existing situations. This places managers at a disadvantage and creates situations where their ability to lead is undermined.

Managers should be cognizant of the following workplace factors and circumstances that can lead to diminishing management capabilities.

Required Knowledge and Analytical Skills

Conflict takes many forms, from simple arguments between employees over minor issues to more sophisticated discussions and negotiations regarding issues of unit efficiency and productivity. Yet no matter the type of conflict, without required group knowledge and analytical skills to assess the problem and arrive at an objective assessment, problems will occur.

Groups will assume a predominantly smoothing and avoiding approach to maintain the status quo or a bargaining and forcing mode that is destructive to the cohesiveness of the group and the organization. Both modes consistently applied in all circumstances will erode the manager’s ability to lead and direct their organization.

If managers observe some of their people lacking the requisite skills and knowledge to effectively deal with conflict within the group, they must determine whether they have the capacity, and if so, take the necessary actions to ensure this aptitude is acquired. In this fashion, managers can transform potentially dangerous situations into ones that enhance their ability to lead.

Workloads

Groups can have the required knowledge and analytical skills to effectively handle internal conflict, but be so overburdened with other tasks and responsibilities that their ability to work through it is still greatly diminished. The constraints of other higher priority assignments lessen both the desire and ability of members to manage their conflicts. As such clashes are viewed as an unnecessary interruption in more important work, they defer resolution to the manager.

High levels of stress generally characterize overloaded groups. High stress leads to a shallow and incomplete diagnosis—as well as a preference for solutions that are simple and inflexible rather than creative and effective.

Expectations

Each individual member of a group has an established idea regarding the degree to which they will become involved in conflict resolution. While approaches vary according to participants’ makeup and personality styles, the predominant mode of conflict resolution is smoothing and avoiding, where peace and the status quo are maintained. In other situations, depending upon company norms, some groups feel very strongly about their right to be involved in a decision.

Research has shown that many of the tensions that develop between managers and employees stem from differing assumptions regarding the appropriate degree of group participation in certain types of decisions.

Managers must account for members’ individual personality styles and expectations since reactions and expectations will vary from group to group.

Conflict Resolution Norms

Group conflict resolution can be especially difficult when individual members have different and/or conflicting goals and needs. The most critical aspect of a group’s problem solving ability is its capacity to handle internal conflict.

Managers must ensure that the groups they direct have developed positive and healthy norms. Only when this is achieved is an appropriate forum created in which to work out problems and resolve conflict. Without these resolution norms, serious and heated group controversy will be divisive and result in ineffective and potentially harmful solutions.

Excerpt: Conflict Resolution: Pinpoint Management Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $19.95 USD

Related:

The Challenge of Handling Conflict

“Dissent, Even Conflict Is Necessary, Indeed Desirable”

Handling Workplace Complaints, Concerns and Issues

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

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Personal Behavioral Patterns Can Interrupt Contact Between Team Members

with one comment

groupconflict

Interaction or contact between individual team members creates a personal impact caused by varying personality differences, which in turn directly affects how teams function. Team members must make contact with each other for teams to develop effectively.

Some individuals tend to make immediate team contact without hesitation, through initiating or actively participating in conversations and discussions. Others tend to wait to make contact until invited into interactive encounters. This is a direct reflection of their individual personality styles and how they relate to others and their surroundings.

Each individual member has a complex series of relationships within a team. Most of these relationships are one-to-one with other team members. However, it should be noted that individual members also have a relationship with the team itself and with each subunit of the team.

It is essential for leaders to consider how their focus on team member relationships and willingness to work to make interactions more beneficial directly impacts their teams’ performance and results. The fact that individual personality styles can enhance or inhibit member relationships has ramifications for the team communication process and impacts members’ abilities to solve problems, arrive at consensus and make effective decisions. Therefore, it is important for leaders to pay attention to these characteristics and intercede when they occur to reestablish or maintain positive interaction.

Five personal behavior patterns can interrupt contact between team members. These patterns account for the various ways some team members tend to block or inhibit their relationships with others and create barriers to team effectiveness.

All of the five behaviors outlined below are interlinked and can be exhibited by all individuals, including leaders.

Projection and Mirroring

Projection interrupts contact by producing an overreaction to certain qualities displayed by other team members. Many times individuals who use projection are totally unaware that the team members who generally overreact possess the same behavioral tendencies.

Oftentimes mirroring is displayed when particular individuals accuse others of doing or saying something that reflects their own personal behaviors.

Both of these behaviors are so prominent with certain personalities that these individuals become hypersensitive in their responses and actions with others. Projection and mirroring effectively block contact since there is always an element of judgment involved in the interaction. This invariably places other team members into defensive postures that result in ongoing internal team conflict.

Introjection

Introjection interrupts contact through a lack of thought discrimination on the part of certain individuals in accepting information, perspectives and ideas without question. Team members with a strong tendency toward introjection may work closely with other selective team members whose superior experience is accepted and unchallenged, either through admiration or intimidation.

Team members who tend to introject generally lack the experience, seasoning and expertise to openly and confidently challenge new ideas, perceptions and concepts. Consequently, introjection is considered a part of their overall learning process.

Retroflection

Retroflection interrupts contact, as individuals exhibiting this behavior do for themselves as they would do for others or as they would like others to do for them. Feelings of personal guilt are a classic form of retroflection, where fault is personally accepted without outwardly criticizing others. Retroflection is also a superb form of personal defense. It is often displayed through the avoidance of conflict, which creates a “dead area” in team relationships. Because of retroflection, certain concerned team members often find themselves becoming depressed or deflated.

Confluence

Confluence interrupts contact through a team member’s strong reluctance or inability to reflect inwardly. Outward contact is considered necessary and a top priority for individuals who display this behavioral trait. These members are strongly team-oriented and will often refuse to disband their teams when assignments are completed. Or, these individuals will tend to remain in contact with specific team members long after their teams have been dismantled and their projects disbanded. Additionally, team members who exhibit confluence tend to possess the inability to adequately pace themselves in their tasks and assignments.

Deflection

Deflection is an instinctive avoidance of contact. It is often displayed through the refusal to share personal feelings, perceptions or feedback. It is also identified in interruptive attempts to change subjects, generalize discussions, or tell stories rather than to focus on tasks. Some individuals often use deflection as a way to avoid emotional contact with other team members.

Excerpt: Personality Differences within the Team Setting: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:

Five Pitfalls Teams Need to Avoid

Seven Negative Roles & Behaviors Which Undermine Team Performance

Is Conflict Destructive to Your Organization?

The Challenge of Handling Conflict

For Additional Information the Author Recommends the Following Books:

Improving Workplace Interaction: Pinpoint Leadership Skill Development Training Series

Improving Communication in the Workplace: Pinpoint Leadership Skill Development Training Series

Boosting Team Communication:  Pinpoint Leadership Skills Development Training Series

Conflict Resolution: Pinpoint Management Skill Development Series

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Unresolved Conflict is Corrosive to Leadership

with 5 comments

fearfulman

Conflict and problems do not typically occur in a vacuum. The roots of existing conflict reside within each organization and its individual members. These potential conflicts can undermine the manager’s ability to lead the group he or she directs and to make sound decisions that result in a positive outcome.

Managers are confronted with a dilemma when it comes to conflict resolution. If they are unable to find the most workable fit between the problems that result in conflict and the group they direct, their ability to lead their employees will be diminished.

Many of the factors that contribute to conflict and undermine a manager’s ability to lead can be treated independently. Conflict resolution is complex, and managers must identify contributing factors and modify their approach accordingly in order to arrive at the best solution. This takes time, attention to detail, and a careful assessment of the most critical elements and surrounding circumstances within each specific conflict situation.

Not all managers are in situations where their people possess sophisticated interpersonal skills and have an open mind toward the resolution of conflict. In fact, many manage and direct groups whose makeup creates additional conflict rather than proactive solutions to already existing situations. This places managers at a disadvantage and creates situations where their ability to lead is undermined.

Managers should be cognizant of the following workplace factors and circumstances that can lead to diminishing management capabilities.

Required Knowledge and Analytical Skills

Conflict takes many forms, from simple arguments between employees over minor issues to more sophisticated discussions and negotiations regarding issues of unit efficiency and productivity. Yet no matter the type of conflict, without required group knowledge and analytical skills to assess the problem and arrive at an objective assessment, problems will occur.

Groups will assume a predominantly smoothing and avoiding approach to maintain the status quo or a bargaining and forcing mode that is destructive to the cohesiveness of the group and the organization. Both modes consistently applied in all circumstances will erode the manager’s ability to lead and direct their organization.

If managers observe some of their people lacking the requisite skills and knowledge to effectively deal with conflict within the group, they must determine whether they have the capacity, and if so, take the necessary actions to ensure this aptitude is acquired. In this fashion, managers can transform potentially dangerous situations into ones that enhance their ability to lead.

Workloads

Groups can have the required knowledge and analytical skills to effectively handle internal conflict, but be so overburdened with other tasks and responsibilities that their ability to work through it is still greatly diminished. The constraints of other higher priority assignments lessen both the desire and ability of members to manage their conflicts. As such clashes are viewed as an unnecessary interruption in more important work, they defer resolution to the manager.

High levels of stress generally characterize overloaded groups. High stress leads to a shallow and incomplete diagnosis—as well as a preference for solutions that are simple and inflexible rather than creative and effective.

Expectations

Each individual member of a group has an established idea regarding the degree to which they will become involved in conflict resolution. While approaches vary according to participants’ makeup and personality styles, the predominant mode of conflict resolution is smoothing and avoiding, where peace and the status quo are maintained. In other situations, depending upon company norms, some groups feel very strongly about their right to be involved in a decision.

Research has shown that many of the tensions that develop between managers and employees stem from differing assumptions regarding the appropriate degree of group participation in certain types of decisions.

Managers must account for members’ individual personality styles and expectations since reactions and expectations will vary from group to group.

Conflict Resolution Norms

Group conflict resolution can be especially difficult when individual members have different and/or conflicting goals and needs. The most critical aspect of a group’s problem solving ability is its capacity to handle internal conflict.

Managers must ensure that the groups they direct have developed positive and healthy norms. Only when this is achieved is an appropriate forum created in which to work out problems and resolve conflict. Without these resolution norms, serious and heated group controversy will be divisive and result in ineffective and potentially harmful solutions.

Excerpt: Conflict Resolution: Pinpoint Management Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011)

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2012 Timothy F. Bednarz, All Rights Reserved

Conflict Turns Decision-Making Upside Down

with 3 comments

Conflict and problems do not typically occur in a vacuum. The roots of existing conflict reside within each organization and its individual members. These potential conflicts can undermine the manager’s ability to lead the group he or she directs and to make sound decisions that result in a positive outcome.

Managers are confronted with a dilemma when it comes to conflict resolution. If they are unable to find the most workable fit between the problems that result in conflict and the group they direct, their ability to lead their employees will be diminished.

Many of the factors that contribute to conflict and undermine a manager’s ability to lead can be treated independently. Conflict resolution is complex, and managers must identify contributing factors and modify their approach accordingly in order to arrive at the best solution. This takes time, attention to detail, and a careful assessment of the most critical elements and surrounding circumstances within each specific conflict situation.

Not all managers are in situations where their people possess sophisticated interpersonal skills and have an open mind toward the resolution of conflict. In fact, many manage and direct groups whose makeup creates additional conflict rather than proactive solutions to already existing situations. This places managers at a disadvantage and creates situations where their ability to lead is undermined.

Managers should be cognizant of the following workplace factors and circumstances that can lead to diminishing management capabilities.

Required Knowledge and Analytical Skills

Conflict takes many forms, from simple arguments between employees over minor issues to more sophisticated discussions and negotiations regarding issues of unit efficiency and productivity. Yet no matter the type of conflict, without required group knowledge and analytical skills to assess the problem and arrive at an objective assessment, problems will occur. Groups will assume a predominantly smoothing and avoiding approach to maintain the status quo or a bargaining and forcing mode that is destructive to the cohesiveness of the group and the organization. Both modes consistently applied in all circumstances will erode the manager’s ability to lead and direct their organization.

If managers observe some of their people lacking the requisite skills and knowledge to effectively deal with conflict within the group, they must determine whether they have the capacity, and if so, take the necessary actions to ensure this aptitude is acquired. In this fashion, managers can transform potentially dangerous situations into ones that enhance their ability to lead.

Workloads

Groups can have the required knowledge and analytical skills to effectively handle internal conflict, but be so overburdened with other tasks and responsibilities that their ability to work through it is still greatly diminished. The constraints of other higher priority assignments lessen both the desire and ability of members to manage their conflicts. As such clashes are viewed as an unnecessary interruption in more important work, they defer resolution to the manager.

High levels of stress generally characterize overloaded groups. High stress leads to a shallow and incomplete diagnosis—as well as a preference for solutions that are simple and inflexible rather than creative and effective.

Expectations

Each individual member of a group has an established idea regarding the degree to which they will become involved in conflict resolution. While approaches vary according to participants’ makeup and personality styles, the predominant mode of conflict resolution is smoothing and avoiding, where peace and the status quo are maintained. In other situations, depending upon company norms, some groups feel very strongly about their right to be involved in a decision.

Research has shown that many of the tensions that develop between managers and employees stem from differing assumptions regarding the appropriate degree of group participation in certain types of decisions.

Managers must account for members’ individual personality styles and expectations since reactions and expectations will vary from group to group.

Conflict Resolution Norms

Group conflict resolution can be especially difficult when individual members have different and/or conflicting goals and needs. The most critical aspect of a group’s problem solving ability is its capacity to handle internal conflict.

Managers must ensure that the groups they direct have developed positive and healthy norms. Only when this is achieved is an appropriate forum created in which to work out problems and resolve conflict. Without these resolution norms, serious and heated group controversy will be divisive and result in ineffective and potentially harmful solutions.

Excerpt: Conflict Resolution: Pinpoint Management Skill Development Training Series (Majorium Business Press, 2011)

If you would like to learn more about techniques to effectively manage conflict in the workplace, refer to Conflict Resolution: Pinpoint Management Skill Development Training Series . This training skill-pack features eight key interrelated concepts, each with their own discussion points and training activity. It is ideal as an informal training tool for coaching or personal development. It can also be used as a handbook and guide for group training discussions. Click here to learn more.

Copyright © 2011 Timothy F. Bednarz All Rights Reserved

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