Vigilance Project Case
• Why is this case about team conflict? What conflicts
do you see developing?
• How is distance affecting team dynamics and
performance?
• What do you think about the decision to appoint
sub-team sponsors? What problems can it solve?
What problems might it not solve?
Types of Interdependence
• Pooled interdependence
> Share some common resources but each has own
job, often apart from others. For example: Sales
teams.
• Sequential interdependence
> People work independently and the result is the sum
of the parts; build on what others have done and hand
off the work. For example: Manufacturing teams.
• Reciprocal interdependence
> Output of A is input for B and output of B is input for
A; a dynamic interaction. For example: Design teams.
Emotional Concerns in Conflict
• Five core concerns drive most emotions
in conflicts and negotiation:
• Appreciation
• Affiliation
• Autonomy
• Status
• Role
• Levers and Lenses:
> Identify things you can do to that might address these concerns
during a Conflict or Negotiation
Appreciation
• Understand points of view:
> Listen for mood as well as words.
> Listen for meta-messages /themes (key words).
• Find merit in what others think, how they feel and what they
do.
• Communicate understanding.
• To help others understand your point of view:
> Propose time to be listened to.
> Tailor your message to be heard.
• To help others find merit in your interests:
> Ask them to do so.
> Use metaphors.
• To help others hear your message:
> Have a few big points.
> Ask them to state what they heard you say.
Affiliation
• Look for connections.
• Treat each other as colleagues.
• Reduce personal distance:
> Meet in person.
> Discuss things you care about.
> Provide “space”.
• Make it easier to build personal connections:
> Private, unofficial meetings.
> Reshape public perceptions.
> Subcommittees for specific issues.
• Protect yourself from being manipulated by affiliation:
> With your head.
> With your gut.
Autonomy
• Expand our own:
> Make recommendations.
> Explore interests.
> Explore options before deciding.
• Don’t impinge on theirs:
> Consult and inform stakeholders.
• Establish guidelines for decision making.
Acknowledge Status
• Status can enhance esteem and influence.
• Courtesy and respect go a long way.
• Become aware of what people value about themselves.
• Look for each person’s particular status.
• Acknowledge their status, then yours.
• Take pleasure in your areas of status.
• Know the limits of status:
> Be ready to clarify your role.
> Avoid “status spillover”
• Seek second opinions.
• Ask others to help you explore pros and cons of
other options.
• Acknowledge the status of others.
Role
• Make conventional roles more fulfilling:
> Potential role conflicts.
> Shape roles/redefine activities.
• What would you add?
• What would you take away?
• What would you modify?
• Appreciate the conventional roles others want to play.
• Manage temporary/informal roles:
> Adopt roles that foster collaboration:
• Listener.
• Devil’s advocate.
• Learner.
• Advisor.
• Don’t let roles impede problem-solving.
Hofstede’s Cultural Values Dimensions
• Power distance index.
• Uncertainty avoidance.
• Individualism versus collectivism.
• Masculinity versus femininity.
> (a) women's values differ less among societies than
men's values;
> (b) extent to which male and female values more
likely to stress modesty and caring
• Long-term orientation versus short-term
orientation.
Hofstede Values Profiles & Vigilance Project:
Implications for Conflict
100
90
80
70
60 France
50 United States
40 Switzerland
30
20
10
0
Power Uncertainty Individualism Masculinity
Distance Avoidance
Understanding Virtual Distance®
• Structural/physical distance includes geographic
proximity, channel of interaction and frequency of
interaction.
• Socio-emotional distance includes demographic
difference, organizational affiliation, cultural
values and relationship history.
Both have implications for trust, commitment, the
capacity to innovate and collaborative behavior.
