Saving Struggling
Quality Teams
Training Presentation for
www.freequality.org
Written & Designed By:
Travis W. Uehling
Boise State University
Introduction
• Define good and bad quality
teams.
• Discuss problems for quality
teams.
• Discover ways to save
struggling quality teams.
• Discuss methods to prevent
trouble.
Introduction (continued)
• Developing leadership for quality
teams.
• Discuss “real” world problem
solving for quality teams.
• Enjoy a game!
• Recapture the training session.
Quality Team, Defined
• 5-10 members
• Goal: Identify problems and
create solutions
• Consensus style decision
making
• Total-participation group
• Led by a trained facilitator
The Ideal Quality Team
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Specific objective
Strong leadership
Cross-functional team
Void of conflict
Identify issues
Discover a solution
Closure
What Goes Wrong?
• Unclear
Objectives
• Lack of
resources
• No authority
• Lack of
motivation
• Inefficient
leadership
• No problem
identification
• Multiple
solutions
• No support
• Interpersonal
conflict
Common Link?
CONFLICT!
What is Conflict?
• Expressed struggle
• At least two interdependent
parties
• Perceive incompatible goals
• Perceive scarce resources
• Perceive interference in
achieving goals
What is Conflict?
The Facts!
• Conflicts are inevitable
• Conflicts can occur with anyone
• Conflicts can occur over
anything
• Conflicts can reoccur
• Conflicts are a part of change
• Conflicts will never go away
Negative Results of
Conflict
• Spiral of Negativity (Escalatory)
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Behavior
Perception of other
Perception of relationship
Behavior……….
Negative Results of
Conflict (continued)
• Avoidance Spirals
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Less direct interaction
Active avoidance of the other party
Reduction of dependence
Harboring of resentment or
disappointment
– Complaining to a third person
about the other party
Real Life, Negative
Conflict
• “Deteriorated Motivation”
• “Mired in Conflict”
• “Squabble before the Director”
Positive Results of
Conflict
• Conflict brings problems to the
table
• Conflict can join people together
• Conflict can clarify goals
• Conflict can clear out
resentments
• Conflict can increase
understanding
Preventing Conflict in
Teams
• Conduct a comprehensive team
launch
• Provide training
• Use your team’s norms
• Anticipate storming
• Identify team problems
Preventing Conflict in
Teams (continued)
• Use peer feedback
• Monitor team and meeting
effectiveness
• Implement leader feedback
Conflict, A Company
Policy
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Informal problem solving
Peer mediation and coaching
Peer coaching and advocacy
Peer review board
Organizational learning
Professional mediation
Coordination and training
Conflict &
The Facilitator
• Manage meetings
• Help teams agree on clear
goals, roles and procedures
• Ensure that all team members
contribute
• Discourage disruptive behaviors
• Manage conflict
Conflict & The
Facilitator (continued)
• Guide team’s decision-making
processes
• Communicate clearly with all
team members
• Observe and accurately
interpret group dynamics
Conflict Management,
Implemented
• Wisconsin State Government
and The Wisconsin State
Employees Union
• Cooperative bargaining
• Consensus bargaining
• Positive and constructive
• Formal training
The RAT Race
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Cottage Cake
Blue
• Cheese
1. What did we do as a team that worked and
we should continue doing?
2. What did we do as a team that did not work
and we should stop doing?
3. What didn’t we do as a team that we should
start doing?
4. What did we do as a team that we should do
more of?
5. What did we do as a team that we should do
less of?
RAT Race Round 1
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Dish
Corps
Nail
Soap
Horse
River
Talks
Law
Music
Trap
Walk
Pipe
Sense
Lunch
House
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Side
Peace
Common
Box
Fly
Team Assessment
1. What did we do as a team that worked
and we should continue doing?
2. What did we do as a team that did not
work and we should stop doing?
3. What didn’t we do as a team that we
should start doing?
4. What did we do as a team that we should
do more of?
5. What did we do as a team that we should
do less of?
RAT Race Round 2
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Milk
Wedge
Barn
Tree
Wagon
Hand
Trap
Ship
Pudding
Potters
Bell
Storm
Back
Present
Cart
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Cow
Sand
Yard
Christmas
Wheel
Conclusion
• Discussed good, bad and
problems for quality teams.
• Discussed conflict as a main
problem with all teams.
• Talked about the negative
effects of conflict.
• Discussed how companies can
prevent conflict.
Conclusion (continued)
• Discussed the qualities of good
facilitators.
• Learned how to open discussion
and feedback in our real life
groups.
Questions?
• Questions and Comments
References
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Ahlrichs, Nancy, Sept. 9, 2002 v23 i26, Every should learn how to resolve conflicts,
Indianapolis Business Journal.
Beil, Martin & Litscher, Jon E., Spring 1998 v27 n1, Consensus bargaining in Wisconsin
state government: a new approach to labor negotiation, Public Personnel Management.
Bens, Ingrid, Jul/Aug 1999 v22 n4, Keeping you team out of trouble, The Journal for
Quality and Participation.
Burns, Greg, June 1995 v49 n6, The secrets of team facilitation, Training &
Development.
Cloke, Kenneth & Goldsmith, Joan, May/Jun 2000 v23 n3, Conflict resolution that reaps
great rewards, The Journal for Quality and Participation.
Forsyth, Donelson R., 1999. Group Dynamics, Wadsworth Publishing Company, Belmont,
CA.
Foster, S. Thomas, 2001. Managing Quality: An Integrative Approach, Prentice Hall,
New Jersey.
Hocker, Joyce L. & Wilmot, William W., 2001. Interpersonal Conflict, Sixth Edition,
McGraw-Hill Higher Education, New York.
Kerzner, Harold, 2001. Project Management: A Systems Approach to Planning,
Scheduling, and Controlling, John Wiley & Sons, Inc., Toronto.
Sugar, Steve & Takacs, George, Sep/Oct 1999 v22 n5, Games that teach teams: Tales
of the RAT, The Journal for Quality and Participation, Cincinnati.