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ADPD TEAM CHARTER
ADPD Team Charter
Arshil Malek, Deep Patel, Priscilla Kyei, Dhrushi Patel
LH 102 B01: Organizational Behaviour
Professor Ken Allan
Confederation College
February 18, 2025
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ADPD TEAM CHARTER
Table of Contents
1. Team Charter

Communication
03
i.
Team Member’s Contact Information
03
ii.
Methods
03
iii.
Frequency
03

Team Objectives
04

Team Procedures
04


i.
Team Ground Rules
04
ii.
Decision Making Process
05
Team composition
05
i.
Analysis of Team Composition
06
ii.
Analysis of Areas of Potential Conflict
09
iii.
Plan or Process for Conflict Resolution
11
Skills and Roles
14
i.
Team Member’s Current Skills
14
ii.
Skills Required for Team Charter Assignment
15
iii.
Future Roles of Team Members
17
2. References
19
3. Appendices

Appendix A: Team Member Self-Assessment Scores
20

Appendix B: Timeline
22
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ADPD TEAM CHARTER
ADPD Team Charter
Communication
Team Contact Information
Name
Cell Phone Number
Email Address
Arshil Malek
(807) 707-5803
amalek2@confederationcollege.ca
Deep Shah
(807) 709-1909
dshah11@confederationcollege.ca
Priscilla Kyei
(807) 357-7101
pkyei@confederationcollege.ca
Drushi Patel
(807) 358-2142
dpatel85@confederationcollege.ca
Methods
When exchanging more information outside of team meetings and in person, team members
will mostly use email. Texting or calling will be utilized if a prompt response is required or if the
information being shared is brief and to the point. For instance, if a team member was unable to attend
the meeting because of unforeseen circumstances, they might still learn how to collaborate effectively
by participating in a conference call or setting up a video meeting.
Frequency
All team’ members are in the same program, which means we have the same schedule. We
have about 30 days to complete our task. We have scheduled 4 weekly meetings taking place every
Monday (2:30 pm to 4:30 pm), Tuesday (1:30 pm to 4:30 pm), and Friday (1:30 am to 4:30 am). If
necessary, meeting lengths on Tuesdays will be extended to keep the team on our scheduled timeline
for the assignment. Additionally, a meeting for 'Queries' will be held on every Thursday (2 pm to 3 pm)
if a team member feels they need more assistance.
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ADPD TEAM CHARTER
Team Objective
Our team’s objective is to complete our team charter assignment according to our timeline
(see appendix B) and to achieve a grade of 85-100% on the assignment. In addition to this, we wish to
gain understanding of how to work together and collaborate effectively to achieve goals and maintain
a respectful environment.
Team Procedure
Team Ground Rules
To ensure a secure, courteous, and productive workplace, team members must:
1. Treat each other with respect.
2. Set an agenda of specific tasks to be completed the night before every meeting.
3. Focus our attention on implementing our tactical plan.
4. Being accountable for achieving our goals and doing what we say we will do.
5. Support collaborative decisions of the team even if we disagree individually.
6. Engage in honest and open communications at all times.
7. Do not jump to conclusions but rather ask for clarification
8. Appreciate each other's efforts.
9. Be punctual for each meeting.
10. Engage fully during meetings, providing ideas and feedback.
11. Keep phone on silent during meetings.
12. Priorly notify with a valid explanation, if he or she would not be able to attend the meetings.
13. Provide the necessary 8material to the team if he or she is going to be absent.
14. Provide good quality information that he or she has agreed to complete according to the timeline.
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ADPD TEAM CHARTER
15. Answer emails by 9:00 pm the day they are received and reply to texts at his or her earliest
convenience.
16. Maintain confidentiality when discussing sensitive information.
Decision Making Process
Good decision-making helps teams to attain their goals, set priorities, and stay focused on
what they need to do; without a good decision, the team will make a wrong task, which will lead them
to the wrong decision and also waste their time. To achieve good decision-making, we must come to
consensus, where everyone’s opinion must be agreed upon. The decision is based on what most team
members want. Team members will try to avoid arguments to reduce disagreement and confusion
among team members.
Team Composition
Analysis of Team Composition
Machiavellian
People high in Machiavellian traits tend to be manipulative, strategic, and calculating. The
average American score is 25, and all of us are above average. Arshil at 28 and Dhrushi at 27; show low
to moderate Machiavellian traits, with cautious and strategic behavior but not overly manipulative.
Deep with a score of 30; shows a moderate to slightly high level of Machiavellian tendencies, being
more assertive and possibly using manipulation, though in a controlled way. With the highest score of
38, Priscilla stands out, indicating a stronger inclination towards manipulative tendencies. The
differences bring balance into the team. Arshil and Dhrushi focus on ethics and planning, while Deep
adds assertiveness. Priscilla’s stronger traits help the team stay focused on achieving goals (Langton et
al., 2013).
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ADPD TEAM CHARTER
Building and Leading a Team
In terms of 'Leading a Team,' Priscilla stands out as the strongest leader, with a score of 92.
With a score of 89, Arshil is also a strong leader, skilled in decision-making and motivating the team.
Both Deep and Dhrushi scored 84; they are competent leaders, with Deep showing effective leadership
but with room for improvement in certain areas, while Dhrushi may lack some assertiveness compared
to the others. The diverse strengths of Arshil, Priscilla, Deep, and Dhrushi create a well-rounded team.
Arshil’s motivation, Priscilla’s strong leadership, Deep’s creativity, and Dhrushi’s support ensure the
group can adapt to challenges (Langton et al., 2013).
Self-Manager
The Self-Manager tool highlights variations in how team members prioritize their
commitments, with scores ranging from 41 Dhrushi to 102 Arshil. While Priscilla and Deep score 94
and 98, respectively, indicating varying levels of self-management within the team. This tool helps
identify potential gaps in task ownership and time management, allowing the team to implement
targeted strategies, such as structured timelines or accountability check-ins, to ensure all members
progress at a similar pace. With the help of this tool; the team can foster a more balanced workload
distribution, improve individual accountability, and enhance overall efficiency (Langton et al, 2013).
Motivation
The Motivation tool reveals that Achievement is the strongest driver for the team, with
Dhrushi 24 and Arshil 23 scoring highest, while Deep 19 and Priscilla 17 scored lower. Except for
Priscilla, other team members have an average power score of 16, while Arshil has a high-power score
of 20. On the other hand, in terms of affiliation, Arshil and Dhrushi scored 15 and 16, respectively,
while Deep and Priscilla scored highest and lowest, respectively. With this tool, high achievement,
power, and affiliation motivation, the team is likely to remain goal-driven while fostering strong
collaborative relationships. (Langton et al., 2013).
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ADPD TEAM CHARTER
Self-monitoring
Priscilla has the highest score at 56, which indicates she is more comfortable adjusting her
behavior according to social situations. On the other hand, Deep and Arshil follow with scores of 49
and 47, which indicate self-awareness and adaptability of behavior are lower than Priscilla's. While
Dhrushi, with the lowest score of 41, may struggle more with adapting and responding to social
problems. This tool assists all team members to adjust and identify their behavior, also to communicate
according to the social context. The flexibility helps in understanding and tackling the situation.
Members with higher self-monitoring, such as Priscella, can easily find effective solutions based on
social context (Langton et al., 2013).
Conflict handling
Dhrushi has the highest score of 16, suggesting that she prefers avoiding conflicts rather than
dealing with them directly. Arshil scored 11, and Deep scored 14, which is the average score. On the
other hand, Priscilla has the lowest score of 10, indicating she is more likely to engage in conflicts and
also indicating that she focuses on the goal instead of focusing on the problem. In the context of
compromising, strategy plays an important role in conflict resolution by maintaining effective
collaboration and focus on conflict resolution. Arshil has the highest score of 17 in compromising,
indicating that he highly prefers to find a solution when conflicts arise. While Dhrushi and Priscilla
follow the score in order of 16 and 14. While Deep has the lowest score of 11, which indicates that he
focuses on the main goal with the same strategy rather than compromising or finding out a middlelevel solution. In the context of problem solving, Arshil scored the highest, 20, in problem solving,
which indicates maintaining effective collaboration and working together to find solutions. Dhrushi has
an average score of 15 in problem solving. While Deep and Priscilla have the same score, which highly
prefers other tools like compromising or avoiding rather than focusing on problem-solving. Overall,
each individual's approach to conflict reflects their preferred strategies for resolution and team
collaboration (Langton et al., 2013).
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ADPD TEAM CHARTER
Decision Making Style
In terms of sensation, Dhrushi's highest score of 7 suggests that she tends to adopt a more
realistic and practical approach, which contributes to achieving effective results. In contrast, Arshil,
Deep, and Priscilla, with scores of 6, are slightly lower, indicating that they may lean more toward
theoretical thinking rather than practical application. The sensation aspect emphasizes decisionmaking based on past experiences and focusing on concrete details. In terms of thinking, Priscilla,
Arshil, and Dhrushi have the highest score of 6, suggesting that their decisions should be guided by
critical thinking and logical reasoning. On the other hand, Deep, with a score of 3, indicates that his
decisions are more influenced by social context and theoretical factors, rather than practical or
hypothetical considerations. Thinking is essential for all decisions and plays a key role in achieving
effective results. In the context of feelings, Deep has the highest score, which is 4, which indicates this
sensitivity to others' emotions and values can help maintain relations and encourage open
communication. Dhrushi and Priscilla both have an average score of 2, while Arshil has a lowest score
of 1, which suggests that they may not focus on emotional factors instead of logical or practical ones
(Langton et al., 2013).
Type A
Arshil achieved the highest score of 123 on the Type A personality tool, classifying him as a
hard-core Type A personality. In contrast, Deep scored lower than Arshil, indicating a moderate Type
A personality. Meanwhile, Dhrushi and Priscella had the lowest scores, with 87 and 32, respectively,
placing them in the hard-core Type B category. This tool provides insight into behavior and personality
traits, specifically distinguishing between Type A and Type B personalities. Individuals with high Type
A scores tend to be competitive, impatient, aggressive, and always in a rush, while those with lower
Type B scores are generally more relaxed, patient, and easygoing (Langton et al., 2013).
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Identification and Analysis of Areas of Potential Conflict
We have four people in our team. We have different personalities, ways of thinking,
professional backgrounds, and perspectives of work. These may cause potential conflicts, definitely.
Evidence that the source of conflict is a significant factor determining functionality (Langton, Robbins
& Judge, p. 208).
After analyzing our personality with the assessment tools; we recognize some possible factors
which may results in friction or disagreement; which are:
1. Communication
2. Cultural differences (Cultural barriers)
3. Different Priorities (Job timings and daily routines)
Two types of conflicts may arise, which are cognitive (functional) conflict and affective
(dysfunctional) conflict. Cognitive conflict, which is task-oriented and occurs because of differences
in perspectives and judgments, can often result in identifying potential solutions to problems.
Affective conflict, which is emotional and aimed at a person rather than an issue (Langton, Robbins &
Judge, p. 208).
According to the conflict handling style tool, Dhrushi tends to avoid conflict with a score of
14, which may cause her not to address problems directly, leading to misunderstandings. On the
other hand, Priscilla faces conflict head-on with a score of 20, which could come across as too blunt
for Dhrushi. Arshil’s problem-solving and compromising style score of 20 and Deep’s compromising
score of 17, which might be helpful in bridging the gap, suggest that they may prioritize goals over
conflict resolution.
Given that Arshil scored 102, Deep scored 91, and Priscilla scored 73, they have significantly
higher self-management scores; they might expect others to live up to their standards, whereas
Dhrushi's lower score of 41 indicates she might struggle with task ownership and time
management. If Dhrushi is having trouble keeping up, team members may feel like they are taking
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ADPD TEAM CHARTER
on more work, which could make them feel more frustrated. Motivational differences show a
noticeable gap in motivation types within the team. Arshil and Deep are highly achievement-driven,
while Priscilla and Dhrushi show less emphasis on achievement. This could lead to disconnection
with the high achievers pushing for more goals and results, while others may feel disengaged or
overwhelmed by the pressure.
There are two males and two females on the team. There are no specific gender minorities
within the group. However, it's possible that they tend to ignore the viewpoints of men and women
on various subjects.
The majority of the team members scored similarly on Decision- making style tool (6 for
Priscilla, Arshil, and Deep, and 7 for Dhrushi), indicating a consistent approach to decision-making.
However, there may still be minor variations in the way team members express their opinions. While
Deep and Dhrushi might require more time to consider their options, Arshil and Priscilla, who are selfassured leaders, might favor making decisions more quickly. Team members may become frustrated
if they believe their opinions are not being fully heard.
Priscilla, with a higher Machiavellian score of 38, may take a more strategic and calculated
approach. This could clash with team members who prefer openness and honesty. If her actions come
across as too political, it may cause misunderstandings.
In addition, Cultural factors clearly create the potential for increased misunderstandings and
communication problems. There are four specific problems related to language difficulties in crosscultural communications. Semantics: Words can have different meanings across cultures, and some
may be culturally incompatible. Word connotations: Words imply different things in different
languages. Tone differences: Some cultures use formal language in professional settings, while others
are more informal. Using the wrong tone can be disrespectful.
Perspective: Different languages reflect different worldviews, which can influence how
people interpret situations and communicate (Langton, Robbins & Judge, p. 206).
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Due to all these factors, all the team members might also feel stressed. At times, everyone
will prioritize other aspects of their lives and things that are more important for them.
Plans or Processes for Conflict Resolution
Real communication requires feedback. Resolving conflicts and engaging in successful
negotiations requires understanding team objectives. Our team will try to use different approaches to
find a common ground if a disagreement occurs.
Individual viewpoints on a conflict are important because they often determine the range of
potential solutions. The way conflicts are resolved can also make the difference between effective and
ineffective teams. Effective teams resolved conflicts by explicitly discussing the issues. To explain
conflict management strategies, conflict researchers frequently use ‘The Dual Concern Theory’. The
theory examines how an individual's level of assertiveness and cooperation affects how a conflict is
resolved. The theory identified the following five conflict-handling strategies (Langton, Robbins &
Judge, p. 210):
Conflict Handling Strategies by ‘The Dual Concern Theory’
Forcing
Problem solving
Imposing one’s will on the other party.
Trying to reach an agreement that satisfies both one’s own and the other
party’s aspirations as much as possible.
Ignoring or minimizing the importance of the issues creating the conflict.
Avoiding
Yielding
Accepting and incorporating the will of the other party.
Compromising
Balancing concern for oneself with concern for the other party in order to reach
a solution
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There are various communication channels we are using to accomplish our goals of the
assignment. However, it is important that we compare the richness of each channel. Research has
found that channels differ in their capacity to convey information. We understand that, some channels
are rich in that they have the ability to:

Handle multiple cues at the same time,

Allow rapid feedback, and

Be very personal.
Rob Sobey, president of the Dartmouth, Nova Scotia-based Lawtons Drugs chain, once said,
“A memo never motivates. A memo can thank and compliment, but you need the town hall meeting
[in a true crisis]. You have to put yourself out there in the flesh.” Face-to-face communication is the
richest form of communication because it allows the exchange of both verbal and nonverbal cues,
such as body language, facial expressions, and tone of voice, providing fast feedback and ensuring a
shared understanding among team members. In contrast, formal reports and written documents are
less personal and lack these interactive elements, making them the least rich in terms of
communication (Langton, Robbins & Judge, p. 193).
Negotiation can also be used. There are two general approaches to negotiation— distributive
bargaining and integrative bargaining. For our team, we will opt for integrative bargaining, which
operates under the assumption that there are one or more solutions that can create a win-win
solution. To negotiate effectively, we will use a simplified model of five steps given by R. J. Lewick
(Langton, Robbins & Judge, p. 215). The model is presented below:
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Developing
a strategy
Closure &
Implement
ation
Bargaining
&
Problemsolving
Defining
Gound
Rules
Clarification
&
Justification
Figure 2. This model is based on R. J. Lewicki, “Bargaining and Negotiation,” Fundamentals of
Organizational Behavior, p. 215.
If team members face a personality conflict; then the following things can be implemented (Langton,
Robbins & Judge, p. 212):

Communicate directly with the other person to resolve the perceived conflict

Avoid dragging other members into the conflict.

If dysfunctional conflict persists, seek help from professors.
To combat conflict-related stress in the team we will (Langton, Robbins & Judge, p. 109):

Promote Open Communication: Encourage clear communication.

Seek Support: Asking for help is a sign of strength.

Set Clear Goals: Provide specific goals and feedback.

Job Redesign: Increase autonomy and tailor jobs to individual needs.

Time Management: Prioritize tasks and maintain work-life balance.
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In conclusion, each team member brings something unique to the table, and these differences in
personality traits and styles can actually enrich the team’s collaboration. By embracing these
differences with kindness and understanding, the team can grow stronger and more effective. The
diverse strengths, whether in leadership, creativity, decision-making, or social adaptability, allow the
team to approach challenges from multiple angles, ensuring a well-rounded and effective team
dynamic. By focusing on collaboration, empathy, and leveraging individual strengths, the team can
turn potential conflicts into opportunities for growth and connection.
Skills and Roles
Team Members’ Current Skills
Deep is a very calm and content individual. He builds positive relationships with the members
of the team by being soft-spoken and caring for them. His understanding nature is a treasure to the
team because it helps in resolving conflicts among other members. Deep has a good sense of
awareness and an excellent presence of mind. With analytical and appraisal skills, he monitors each
member's performance and does not shy away from providing constructive feedback, which is a
crucial quality. These qualities make him an excellent team player who actively engages with others.
Arshil is a nurse with exceptional leadership and organizational qualities, demonstrating
attention to detail and a clear mindset. He is articulate in communication, which provides clarity and
support during challenging times, ensuring that everyone remains calm under stress. His ability to
listen and respect others' opinions creates a harmonious environment, facilitating collaboration. He
has a highly motivated and active approach to work. Arshil is consistently empathetic and
compassionate towards his colleagues. His presence is reassuring, making them an invaluable
asset to the team.
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Dhrushi is a physiotherapist. Her disciplined and diplomatic nature brings out the best in
others. She is good at doing research and implementing the information. Dhrushi's fresh thinking
approach keeps the team highly motivated and constantly evolving. Her motivation and futurefocused approach towards work brings a clear vision for the team. In addition, she is warm and kind
to each member of the team; which brings positivity in tough times, helping the team to
thrive and excel.
Priscilla is also a nurse. Her time management and task-oriented approach helps the team to
clearly prioritize each task of the assignment. Her calculative and leader behaviour set the stage for
the successful completion of the assignment. She is a naysayer among all of us, which helps the team
to think out of the box and constantly innovate. With her warm yet confronting nature, she helps to
solve conflicts and gives reassurance. Her self-motivation keeps her focused and driven, and her ability
to stay calm under pressure is a valuable asset to the team.
Skills Required for Team Charter Assignment
In a team charter, skills are essential for achieving effective goals. The outcome is always
influenced by the skills of each team member. Strong skills contribute to productive and successful
results. Here’s an overview of the skills required in a team charter:
1. Communication Skills

Clear Communication: It helps avoid confusion and encourages us to maintain a positive
environment in every situation. It also helps in sharing new ideas and sharing positive and
negative feedback effectively.

Active Listening: Attentive listening helps in problem-solving, understanding different points
of view and responding accordingly.
2. Technical Skills

Problem-Solving: This skill helps the team to tackle challenges that arise during the project.
It involves assessing the problem, critical thinking on solutions, and taking action toward
achieving effective goals.

Computer formatting: This skill helps to improve assignments with effective presentation by
using various software and making it clearer.
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3. Leadership Skills

Decision-Making: Results mostly depend on decision-making because effective and logical
decisions guide the team in the right direction.

Delegation: Assigning tasks to the right team members according to their skills is more
important.

Conflict Management: Conflict management plays a vital role in completing tasks, as mutual
understanding and conflict prevention are essential for addressing challenges within the
team.
4. Organizational Skills

Time Management: This skill helps the team to complete tasks on time. Time allocation
according to the tasks is more important to maintain focus and avoid delays.
5. Interpersonal Skills

Cooperation: In the context of cooperation, it includes the interests of all group members,
and positive contributions in the group help to achieve positive results.

Flexibility: Flexibility in a group assignment helps a lot to adapt to any changing situation and
effectively move towards a goal.

Adaptability: The ability involves all group members being able to adjust to changing
situations or any practical methods that help complete tasks on time without delay.

Compromise: When team members disagree on a decision, they should focus on the key
points, think logically, and find a solution that everyone can agree on, helping the team move
toward a positive outcome.
6. Analytical Skills

Critical Thinking: In a team charter group assignment, critical thinking is important for team
members to analyze situations by logical theory, avoid assumptions, and find the best
solutions.
7. Other skills include:

Self-Awareness: Self-awareness means recognizing your strengths and weaknesses in a team
setting. The outcome of the team also depends on each member's self-awareness.

Self-management: It involves managing one's reactions and working effectively under stress.
The team charter helps improve an individual's self-management skills.

Empathy: It involves understanding the feelings and needs of all team members and
respecting their perspectives.
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Future Roles of Team Members
In every team project, the active participation and collaboration of all members are essential
for successful completion, with each individual contributing equally. In our team, Arshil will primarily
focus on providing technical support and leadership, while Deep, with his creativity and time
management skills, will develop effective strategies and ensure deadlines are met. Additionally,
Priscilla, known for her outstanding leadership abilities, will take on the role of leading the team,
whereas Dhrushi, as a researcher and team facilitator, will enhance communication through active
participation, strategic planning, and guidance at every stage. All members will be involved in
evaluating decision-making processes and fostering strong team collaboration.
Arshil and Dhrushi are strategic, highly motivated individuals who bring exceptional qualities
that make them invaluable to the team. Dhrushi's discipline, diplomacy, and expertise in research and
implementation ensure a forward-thinking and adaptable approach, keeping the team motivated and
focused on success. Her warmth and kindness foster positivity, especially during challenges, creating
a supportive environment. Both are task-oriented and will play a crucial role in driving the team
toward the successful completion of the assignment through effective planning, decision-making,
collaboration, and management of group dynamics. Arshil, with his strong leadership and
organizational skills, excels in clear communication, promoting collaboration, and maintaining
composure under pressure. His empathy and compassion further strengthen team dynamics, ensuring
a harmonious and respectful work atmosphere. Together, their motivation, organization, and
teamwork drive the team toward excellence.
Priscilla and Deep will be taking on the managerial aspects of the assignment. Deep’s calm and
compassionate nature fosters strong relationships, while his understanding and conflict-resolution
skills create a harmonious work environment. Deep brings creative ideas for group assignments and
fosters discussion with his excellent communication skills. He will be in charge of any research that is
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ADPD TEAM CHARTER
needed and generating discussion amongst the group. His keen awareness and analytical mindset
allow him to monitor performance and provide constructive feedback, making him an engaged and
supportive team player. Priscilla is talented at organizing team meetings and proficient in running
meetings. Not only will she monitor and supervise designated tasks, but also, she has designed an
agenda that we all will follow to achieve our goals. She excels in time management and task
prioritization, ensuring efficiency and driving the team toward success with her strategic and
leadership-oriented mindset. Her critical thinking fosters innovation, while her warm yet assertive
nature helps resolve conflicts and offer reassurance. With self-motivation and composure under
pressure, she remains a vital asset to the team.
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References
Curhan, J. R., Elfenbein, H. A., & Xu, H. (2006). What do people value when they negotiate? Mapping the
domain of subjective value in negotiation. Journal of Personality and Social Psychology, 91(3),
493–512. https://doi.org/10.1037/0022-3514.91.3.493
J. R. Curhan, H. A. Elfenbein, and H. Xu. (2007) What Do People Value When They Negotiate?
Mapping the Domain of Subjective Value in Negotiation. Journal of Personality and Social
Psychology.
https://books.google.ca/books/about/Managing_Organizational_Conflict.html?id=6F63AAA
AIAAJ&redir_esc=y
Langton, N., Robbins, S., & Judge, T. (2014). Organizational behaviour: Concepts, controversies,
applications, 5th Canadian E-Book edition. Toronto: Pearson. Education Canada.
ISBN: 9780134204932
Senyshyn, Roxanna M. (2022) Cross-Cultural Competencies in International Management Curricula:
A Delphi Study of Faculty Perspectives. University of Tennessee
https://trace.tennessee.edu/utk_graddiss/2209
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Appendix A
Team Member Self-Assessment Scores
ADPD
Team Members
Are you a SelfManager?
(Langton,
Robbins &
Judge, 2013)
Machiavellian
(Langton,
Robbins & Judge,
2013)
Self-Monitor
(Langton,
Robbins &
Judge, 2013)
Arshil Malek
Deep
Shah
Priscilla
Kyei
Dhrushi Patel
ADPD
Team Members
28
102
47
30
91
49
38
73
56
27
41
41
Building and
Leading a Team
(Langton,Robbins & Judge,
2013)
Decision-Making Style
(Langton, Robbins & Judge, 2013)
Sensation
Intuition
Thinking
Feeling
6
3
6
1
89
6
2
3
4
84
6
3
6
2
92
7
2
6
2
84
Arshil Malek
Deep
Shah
Priscilla
Kyei
Dhrushi Patel
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ADPD
Primary Conflict Handling Style (Langton, Robbins & Judge, 2013)
Team Members
Yielding
Compromising
Forcing
Problem
Solving
Avoiding
10
17
16
20
11
12
11
17
17
14
10
14
20
17
10
14
16
10
15
16
Arshil Malek
Deep Shah
Priscilla Kyei
Dhrushi Patel
ADPD
Team Members
Type A
(Langton, Robbins
& Judge, 2013)
What
Motivates You?
(Langton, Robbins & Judge, 2013)
Achievement
Power
Affiliation
Arshil Malek
23
23
15
123
Deep Shah
19
18
20
105
Priscilla Kyei
17
14
13
32
Dhrushi Patel
24
15
16
87
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Appendix B
Timeline
Week One (January 21st - 25th)

Discuss the Method and Frequency of Communication

Review of team objectives on January 21, 2025

Establishment of Team ground rules by January 23, 2025

Overview of Decision Making
Week Two (January 27th – 31st )
•
Assess the Steps of Conflict Resolution
•
Research on personality tools on January 27, 2025
•
Evaluation of the tools
•
Recommend changes for improvement of the Evaluation Tool by January 30, 2025.
Week Three (February 3rd – 7th )
•
Analysis of Team Composition as per tools
•
Identification and Analysis of Areas of Potential Conflict
•
Identification of Team members’ current skills expected to be done by February 05, 2025
•
Future roles of team members on February 06, 2025
Week Four ( February 11th- 16th )
•
Referencing will be done by February 12, 2025
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Have final edited draft of project done by February 13, 2025
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Hand in project on February 18, 2025
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Adjourn LH 102 Group 3