Experimental Activity Assignment: This Is A Three-Part Exper

Experimental Activity Assignmentthis Is A Three Part Experimental Acti

This assignment consists of three parts, each requiring analysis and application of concepts from the book "Getting To YES" by Fisher & Ury, along with potential use of "Crucial Confrontations." You will examine a case study titled "A Team In Trouble," focusing on conflict resolution within a student team. Your responses should be concise, yet thorough, demonstrating understanding of the material and strategic thinking. Each part is valued at 10 points and involves reading specified chapters to guide your analysis and planning.

Part One involves identifying the root cause of team conflict, understanding team members' underlying interests beyond their positions, determining what to confront using the CPR model, and outlining steps to manage the conflict effectively.

Part Two requires you to invent mutually beneficial options for resolving the conflict, assess potential benefits and risks, create a safe environment for discussion, facilitate brainstorming participation, identify objective criteria for decision-making, and describe how to ensure collaborative resolution.

Part Three asks you to formulate an alternative plan if initial strategies fail, decide on actions if cooperation is not achieved, determine the final resolution once the team is aligned, and plan follow-up steps to sustain team effectiveness.

Paper For Above instruction

Introduction

Conflict within teams is a common challenge that can hinder productivity and learning outcomes. The case "A Team In Trouble" exemplifies typical dynamics where differing personalities, goals, and skills create tension. Applying principled negotiation tactics from "Getting To YES" combined with conflict management strategies can facilitate effective resolution. As a coach, my role is to analyze the underlying causes, foster open communication, generate mutually beneficial options, and prepare contingency plans to ensure the team's success.

Part One: Understanding the Conflict

The root cause of the conflict appears to stem from divergent interests and personality clashes, which often lead to rigid positions and poor communication. For instance, some team members may prioritize individual recognition, while others focus on task completion. These differences create misunderstandings and resistance to collaboration. To address this, I will shift the focus from positions—what individuals say they want—to interests, which underpin their motivations. Communicating interests involves active listening and empathetic questioning to uncover each person's underlying needs. For example, one member might seek acknowledgment, while another desires mastery of a task.

Deciding what to confront (using CPR—Consequence, Position, Reason) requires assessing issues that significantly impact the team's progress. I will confront behaviors that obstruct communication, such as ignoring others' viewpoints or unwillingness to compromise. The process involves clearly articulating the specific issue, explaining how it affects the team, and inviting dialogue for mutual understanding.

Managing conflict entails establishing ground rules for respectful interaction, encouraging open dialogue, and mediating disagreements while maintaining neutrality. Setting up structured discussions allows team members to express concerns and propose solutions constructively, thus reducing defensiveness and fostering collaboration.

Part Two: Generating Options and Ensuring Participation

Inventing options for mutual gain requires creative brainstorming that encourages all members to contribute without judgment. Potential options might include dividing tasks based on individual strengths or establishing interim goals that satisfy various interests. Benefits of such options include increased engagement and shared ownership, while risks involve possible disagreements over proposed solutions or unequal effort.

Creating a safe environment involves setting clear norms that promote respect, confidentiality, and active listening. Establishing ground rules—such as no interrupting and valuing each member’s input—helps build trust. To facilitate a brainstorming session, I will encourage diverse ideas, remind members of the common goal, and emphasize that all suggestions are welcome. Possible outcomes include discovering innovative solutions, clarifying misunderstandings, and strengthening team cohesion.

Objective criteria—such as fairness, feasibility, alignment with project goals, or external standards—will guide decision-making. For example, solutions might be evaluated based on their practicality and ability to meet deadlines, rather than personal preferences.

Part Three: Alternative Strategies and Final Resolution

If all else fails, an alternative plan includes postponing decisive action until tensions subside or bringing in a neutral mediator to facilitate resolution. If cooperation remains elusive, I will enforce team rules by establishing consequences for non-compliance or reassigning roles to ensure progress.

Once consensus is reestablished, the final resolution involves mutually agreed-upon commitments with clear deadlines and responsibilities. To sustain the improvement, I will implement follow-up meetings to monitor progress, address emerging issues promptly, and reinforce positive behaviors. Continuous feedback helps maintain alignment and prevents relapse into conflicts.

In summary, conflict management within teams requires a structured approach grounded in understanding interests, fostering open communication, and generating creative solutions. By preparing contingency plans and emphasizing collaboration, teams can transform disagreements into opportunities for growth and improved performance.

References

• Fisher, R., & Ury, W. (1991). Getting to YES: Negotiating Agreement Without Giving In. Penguin Books.
• Peterson, M. (2002). Crucial Confrontations: Tools for Resolving Conflict. McGraw-Hill.
• Adair, C. (2009). Managing Conflict in Teams. Team Performance Management Journal.
• DeDreu, C. K., & Gelfand, M. J. (2008). The Psychology of Conflict and Negotiation. Routledge.
• Lewicki, R. J., Barry, B., & Saunders, D. M. (2015). Negotiation. McGraw-Hill Education.
• Johnson, D. W., & Johnson, R. T. (2019). Joining Together: Group Theory and Practice. Pearson.
• Thompson, L. (2009). The Mind and Heart of the Negotiator. Pearson.
• Kalshoven, K., & Boon, C. (2012). Ethical Leadership in Teams. Journal of Business Ethics.
• Shell, G. R. (2006). Bargaining for Advantage: Negotiation Strategies for Reasonable People. Penguin.
• Ury, W. (1991). Getting Past No: Negotiating in Difficult Situations. Bantam Books.