m6 managing team conflict storyboard rm 3162010
TRANSCRIPT
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
1/71
=
Managing Team Conflict
Supervising for Success (SfS)
Story Board (Module 6)
Version 1.3 FINAL 7/30/09
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
2/71
Module Script: Managing Team Conflict
Documents History
Version Date Description Initials1.0 7/09/09 First draft AI1.1 7/14/09 Revisions AI1.2 7/15/09 Revisions MD
Approval
Version Approved By Approval Date Description1.3 Chuck 7/30/09 Final
Table of Contents
Introduction ................................................................................................................................................................................................................ ..4
Screen Number: 02 ......................................................................................................................................................................................................5
Introduction ................................................................................................................................................................................................... ............ .10
Introduction ................................................................................................................................................................................................... ............ .11
Team Conflict.............................................................................................................................................................................................................13
Team Conflict.............................................................................................................................................................................................................15
Poorly-Managed Conflict............................................................................................................................................................................................17
The Supervisors Role ...............................................................................................................................................................................................19
The Supervisors Role ................................................................................................................................................................................................21
The Supervisors Role ................................................................................................................................................................................................22
Copyright 2009 Page 2 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
Global Programming Notes:All text is in sync with audio.Popup text does not include audio.
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
3/71
The Supervisors Role ................................................................................................................................................................................................23
The Supervisors Role ...............................................................................................................................................................................................25
Conflict in Team Development...................................................................................................................................................................................26
Conflict in Team Development...................................................................................................................................................................................28
Conflict in Team Development...................................................................................................................................................................................29
Conflict in Team Development...................................................................................................................................................................................31
Conflict in Team Development...................................................................................................................................................................................33When to Take Action ..................................................................................................................................................................................................35
Team Conflict Management Model............................................................................................................................................................................37
Team Conflict Management Model............................................................................................................................................................................39
Team Conflict Management Model............................................................................................................................................................................41
Team Conflict Management Model............................................................................................................................................................................43
Real World ............................................................................................................................................................................................................ .....45
ALERT!!!....................................................................................................................................................................................................................48
Real World ............................................................................................................................................................................................................ .....49
Real World ............................................................................................................................................................................................................ .....52
Taking Action ........................................................................................................................................................................................................ .....54
Module Summary .......................................................................................................................................................................................................56
Module Assessment...................................................................................................................................................................................................58
Module Assessment...................................................................................................................................................................................................59
Module Assessment...................................................................................................................................................................................................61
Module Assessment...................................................................................................................................................................................................62
Module Assessment...................................................................................................................................................................................................63
Module Assessment...................................................................................................................................................................................................64
Module Assessment...................................................................................................................................................................................................65
Module Assessment...................................................................................................................................................................................................67
Copyright 2009 Page 3 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
4/71
TopicName
Introduction Page No:1
ScreenTitle:
Welcome!
Narrative Text:
Welcome to the Managing Team Conflict module in the Supervising for Success program!
As a Honeywell Supervisor, you probably know that any time two or more people are brought together, the stage is set for potential conflict. When it occurs,
the results may be positive or negative depending on how its approached and managed.
This module builds on some of the concepts and techniques in the Managing Interpersonal Conflict module, and helps you apply them as a Leader of a
team at Honeywell.
Ready to learn more? Click the forward arrow to get started!
Copyright 2009 Page 4 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
5/71
On-Screen Text:
Welcome to the Managing Team Conflict module in the Supervising for
Success program!
Any time two or more people are brought together, the stage is set for
potential conflict
Conflict can be positive or negative depending on how its managed
Builds on concepts and techniques in the Managing Interpersonal Conflict
module
Ready to learn more? Click the Forward arrow to get started
Graphic/Interaction Description: Flash Animation Intro Page
Welcome sentence animates on screen in a high-energy, dynamic (WOW)
manner.
Key terms animate in sync with audio
Include imagery consistent with program and module theme
Notes:
Screen Number: 02
Screen Type: Interaction
Audio text: Each module in the Supervising for Success program will take about 30 to 60 minutes to complete. Before you get started, heres a quickreview of how youll complete this module.
Copyright 2009 Page 5 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
6/71
On-Screen Text:
Things You Should Know Before You Start
Each module will take about 30 to 60 minutes to complete
Click the arrows to learn more.
Graphic interaction:
Slide-show-like click/tell: Learner clicks arrow buttons to move through a
slide show containing popup text and imagery. Activity has slide counter
Heading:
How to Complete this Module
Interaction feedback content:
Slide 1 text
Navigating the Module
You can navigate this module in two ways: 1) Move linearly by clicking the
forward arrow at the bottom of the screen, or 2) Click a topic from the drop-
down Module Menu button located at the top left of the screen. To move
backward, click the back arrow. Any animations or interactions on previous
screens redisplay to their original positions (in other words, no information
from an activity is saved). Each screen includes a controller at the bottom
center, which you can use to play, pause or replay animation sequences.
The controller is disabled on activity screens so you dont accidentally skip
the exercise by dragging the slider forward.
Slide 1 image
Zoom in on bottom controller
Slide 2 text:
Module Activities
Many screens include activities prompting you to click a button or image to
get more information. Always read the prompts so you know what do to on
Slide 3 text:
Check Your Understanding Quiz
At the end of the module, youll complete a tracked Check Your
Understanding quiz. Youll need to score 80% or better on the quiz to get
credit for completing this module. Your score will display, along with directions
on how to proceed, after you complete the quiz.
Slide 3 image:
CYU graphic
Slide 4 text:
Global Navigation
If you have trouble completing the module, click the Help button. Click the
Glossary button to find definitions to key terms. Click the Notepad button totake personal notes. Then click the Save icon in the Notepad area to save
your notes. Once saved, you can view them again on your next visit to the
screen. You can also print your notes by clicking the Print icon. Click the
Resources button to view important documents related to the module. You
can download or print these documents. Be sure to check out whats there,
Copyright 2009 Page 6 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
7/71
each screen. Also, this module includes a Keeping it Real button you can
click to view a real-world discussion.
Slide 2 image:
Keeping it Real button image
and remember its always available if you want to check back at any time!
Slide 4 image:
Collage of global navigation buttons
Slide 5 text:
Audio
Audio is a big component of this program, so please be sure to turn on your
computer speakers. You can also control the audio volume by moving the
slider provided through the Volume button.
Slide 5 image:
Zoom in on audio slider button
Slide 6 text:
Script Text
Click the Script button to view the narration text. The text will appear in the language
you selected on the Program Home page.
Slide 6 image:
Zoom in on Script button
Copyright 2009 Page 7 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
8/71
Topic Name Introduction Page No: 3
Screen Title: Taking Action
Screen Type: Static
Audio Text: As you complete this module, you'll encounter a Taking Action worksheet activity, which will help you apply the knowledge and skills inthis module. Plan to set aside at least 30 minutes of uninterrupted time for focused, concentrated planning. Complete it on your own, but youll wantto involve your management team or key employees when actually implementing new behaviors. Implementing your action plans will require a strongcommitment, but will contribute to your effectiveness as a Honeywell Supervisor.
After you complete the Taking Action worksheet, be sure and save the document to the location where you are storing all your documents from this
program. For help in saving documents, please refer to the FAQs under the Resources tab. General instructions for completing the worksheet are
found in the Resources tab. Follow the instructions to develop a plan for how you will apply what you've learned back on the job to build your
supervisory skills.
Copyright 2009 Page 8 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
9/71
On-Screen Text:
Taking Action Activity
Apply knowledge and skills in this module
Set aside at least 30 minutes of uninterrupted time
Complete the worksheet on your own, but involve your management team or
key employees
Implementing your action plans requires strong commitment
Page will display an image of a Taking Action graphic alongwith a thumbnail/screen grab of the worksheet
Key terms animate on screen in sync with audio
Notes: This is the GLOBAL screen that should be consistent with the modules created prior to this module
Copyright 2009 Page 9 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
10/71
TopicName
Introduction Page No:4
ScreenTitle:
Basics of Team Conflict
Narrative Text:[Audio corresponding to people images and text below]
People in any given team can experience conflict based on differing facts, methods, goals and values. Conflict situations can occur if these differences are
ignored or poorly managed. Destructive conflict exists when two or more peoples differences escalate to a level that negatively affects productivity, morale
or working relationships.
On-Screen Text/Graphic:
[Image of person] Just because Petes been around so long, he thinks he
can tell everyone what to do!
[Image of person] Ruth is so competitive and stubborn that she never
agrees with anyone on the team!
[Image of person] What started as a minor dispute between Frank and Mark
is now a full-blown war and the rest of the team is taking sides!
[Image of person] I dont understand where Mike is coming from. We dont
think alike at all.
Graphic/Interaction Description: Animation
Screen opens with different team member voices and corresponding images
as outlined at left. Images and audio fade in and out, one after the other.
Use four different people images.
Images fadeand custom graphic (repurpose graphic from Managing
Interpersonal Conflict module, screen 5) animates on screen in sync with
audio.
Sentence (Destructive conflict.) animates in sync with audio.
Copyright 2009 Page 10 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
11/71
Destructive conflict exists when peoples differences affect productivity,
morale or working relationships
Notes:
TopicName Introduction
Page No: 5
ScreenTitle:
Basics of Team Conflict
Narrative Text:
You cant expect everyone to agree all the time. Sharing ideas, methods and styles can be productive if it promotes teamwork, initiative and innovation.
[Quick Scene audio]
At Honeywell, innovative and creative ideas are essential for maintaining our competitive edge. The best way to create positive turbulence is by leveraging
peoples differences and resolving disagreements before they become destructive.
On-Screen Text:
Sharing ideas, methods and styles can promote teamwork
[Quick Scene animation with people images and audio]
Graphic/Interaction Description:
Key terms/images animate
Quick Scene: Images in sync with audio:
Team Member A: I was doubtful, but I think your idea might have a better
chance of working if we get input from Production.
Copyright 2009 Page 11 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
12/71
Innovation and creative ideas are essential
Leverage differences and resolve disagreements
Team Member B: Thats a good idea. I didnt think of that.
Team Member A: Why dont we ask Production to assign someone to our
team?
Team Member B: Great!
Quick Scene fades and key phrases (at left) animate in sync with audio.
Notes:
Copyright 2009 Page 12 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
13/71
Topic Team Conflict Page No:
ScreenTitle:
Is This a Conflict?
Narrative Text:
Lets learn the difference between constructive and destructive conflict through an example. A sales manager wants a large inventory of all products so she
can promise quick deliveries to her customers. The manufacturing manager wants to limit the inventory to hold down storage costs. Neither one will
compromise their goals. Is this a conflict?
Copyright 2009 Page 13 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
14/71
On-Screen Text/Graphic:
[Images related to example]
Is this a conflict?
Graphic/Interaction Description: Animation with clickable
Images related to the example animate on screen in sync with audio:
Sales Manager: Female sales manager image
Large inventory of products: Show a lot of boxes in warehouse
Quick deliveries to her customers: Show hands shaking or some sort of
customer agreement.
Manufacturing Manager: Male manufacturing manager image
Hold down storage costs: Show image depicting lower costs
Neither will compromise: Show Sales Manager and Manufacturing Manager
images with an x between them, or illustrate somehow their disagreement.
Participant clicks YES or NO to view popup text:
If participant clicks YES, views this popup text:
Yes, in this situation, conflict is present because there are:
Differences in needs, goals and values
Differing expectations of outcomes
Unwillingness to work through issues, collaborate or compromise
If participant clicks NO, views this popup text:
Sorry, thats not correct. In this situation, conflict is present because there
are:
Differences in needs, goals and values
Differing expectations of outcomes
Unwillingness to work through issues, collaborate or compromiseNotes
Copyright 2009 Page 14 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
15/71
Topic Team Conflict Page No:
ScreenTitle:
Constructive vs. Destructive Conflict
Narrative Text:
Conflict does exist between the Sales and Manufacturing managers. Click the two possible outcomes to learn the difference between destructive and
constructive conflict.
On-Screen Text:
Click the two possible outcomes to learn the difference between destructive
and constructive conflict
The sales manager holds firm on her objective, without concern for
the companys storage costs.
The sales manager and manufacturing manager finally agree to
work together. They share issues and concerns, brainstorm options
and create a plan allowing them both to meet their objectives.
Graphic/Interaction Description:
Bring back static images of Sales Manager and Manufacturing Manager on
screen.
Participant clicks outcomes to view popup text.
If participant clicks top outcome, views this popup text:
Destructive Conflict
Conflict becomes destructive when it is approached on a win/lose basis.
Defensiveness develops, communication and relationships break down, trust
and mutual support deteriorate and hostilities are the result. When sides are
chosen, productivity decreases or stops, and the larger strategic goal cant
be achieved.
If participant clicks bottom outcome, views this popup text:
Constructive Conflict
Conflict is constructive when it results in people exploring new ideas, testing
their beliefs and stretching their imaginations. When conflict is managed
effectively, people can be stimulated to greater creativity, leading to a wider
variety of alternative approaches and better results.
Copyright 2009 Page 15 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
16/71
Copyright 2009 Page 16 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
17/71
TopicName: Poorly-Managed Conflict
Page No:8
ScreenTitle:
What Happens to Unresolved Conflict?
Narrative Text (After the animation):
Destructive conflict damages employee relationships, diminishing collaboration in the innovation process to create better products and services. If
unacknowledged or unmanaged, it stimulates unhealthy competition, polarizes employees and creates stressful working conditions all of which undermine
productivity.
Unresolved conflict represents the largest reducible cost in many businesses, yet it remains largely unrecognized. According to one study, about one in
three employees say conflict has led to personal injury or attacks, and one in five report it has led to illness or absence from work. Click the button for a list
of results of poorly-managed conflict.
Copyright 2009 Page 17 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
18/71
On-Screen Text/Graphic:
Destructive conflict
Damages employee relationships
Diminishes the innovation process
Stimulates unhealthy competition
Polarizes employees
Creates stressful working conditions
Undermines productivity
Unresolved conflict represents the largest reducible cost in many
businesses!
One in three employees say conflict has led to personal injury or attacks.
One in five employees report that conflict has led to illness or absence from
work.
Click the button for a list of results
Results of Poorly-Managed Conflict
Graphic/Interaction Description:
Terms related to destructive conflict build on screen and stay until all have
been listed in sync with audio.
List fades.
Sentence: Unresolved conflict represents the largest reducible cost in many
businesses! should fly on screen in sync with audio and grow for emphasis.
Next two sentences build in sync with audio, then fade.
Participant clicks button to view popup text:
Stress, frustration and anxiety
Strained relationships
Grievances and litigation
Employee turnover
Loss of productivity
Increased client complaints
Absenteeism
Injury and accidents
Sick leave
Notes:
Copyright 2009 Page 18 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
19/71
Topic The Supervisors Role Page No:
ScreenTitle:
Whats My Role in Managing Team Conflict?
Narrative Text:
Now that you know what team conflict looks like and its damaging effects, its time to learn more about your role in managing it. As a Supervisor, your goal
in managing conflict is not to resolve it for others, but to encourage team members to work out their differences independently of you. You can coach team
members to understand and appreciate each others individuality, manage job pressures and turn conflict into productive problem solving. Lets view a few
Supervisor actions for managing team conflict.
On-Screen Text/Graphic:
Your goal in managing conflict is NOT to resolve it for others
Encourage team members to work out differences INDEPENDENTLY of you
Coach team members to appreciate individuality, manage job pressures and turn
conflict into productive problem solving
Graphic/Interaction Description:
Key phrases animate in sync with audio. Include imagery corresponding
to content.
Copyright 2009 Page 19 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
20/71
Notes:
Copyright 2009 Page 20 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
21/71
Topic The Supervisors Role Page No:
ScreenTitle:
Whats My Role in Managing Team Conflict?
Narrative Text:
The first Supervisor Action is to develop ground rules. During the Forming stage of team development, when members are friendly and getting to know
each other, include conflict resolutions guidelines in your ground rules. Click the Conflict Resolution Guidelines button to learn more. Then click the
Supervisor Action button for an example of how to implement the conflict resolution guidelines. [Supervisor Action audio below]
On-Screen Text/Graphic:
Develop ground rules
Include conflict resolution guidelines in your teams ground rules
Click the Conflict Resolution Guidelines button to learn more. Then click the
Supervisor Action button for an example of how to implement the conflict
resolution guidelines.
Conflict Resolution Guidelines
Supervisor Action
Graphic/Interaction Description: Clickables
Key terms animate in sync with audio
Participant clicks Conflict Resolution Guidelines button to view popup text:
The goal of having ground rules is to help facilitate a more effective
resolution of conflicts
Team members will periodically check in to ensure conflict is
productive
Every team member has an opportunity to provide feedback before a
discussion is closed
No swearing or yelling during discussions
Team members will follow the agreed-upon team conflict
management guidelines
Participant clicks Supervisor Action button to view popup text and Supervisor
image with audio:
I can see were not following our team conflict management guidelines. We
agreed everyone would use the methods when we created our team ground
rules. Why dont we revisit them?
Copyright 2009 Page 21 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
22/71
Notes:
Topic The Supervisors Role Page No:
ScreenTitle:
Whats My Role in Managing Team Conflict?
Narrative Text:
Another Supervisor Action is to recognize the signs. Youll want to watch for early warning signs of potential conflict and coach team members to work out
their differences. Heres an example[Supervisor Action audio]
On-Screen Text/Graphic:
Recognize the signs of potential conflict
Coach team members to work out differences
[Supervisor Action image/animation]
Graphic/Interaction Description:Key phrases animate in sync with audio. Include imagery.
Supervisor Action heading appears after audio that states: Heres an
example. Then Supervisor image appears on screen along with
corresponding text and audio.
Copyright 2009 Page 22 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
23/71
Supervisor Action audio:
The two of you dont seem to agree on how to move ahead with the project.
What other options have you considered?
Notes:
Topic The Supervisors Role Page No:
Copyright 2009 Page 23 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
24/71
ScreenTitle:
Whats My Role in Managing Team Conflict?
Narrative Text:
As a Supervisor, youll want to reinforce collaboration to manage team conflict. You learned in Managing Interpersonal Conflict that collaboration is the
conflict management strategy producing the greatest results most often. As a Leader of Teams, reinforce, support and praise successful collaborative
efforts. Employees will work together more effectively if they know you are watching and their efforts are recognized and appreciated. Now lets look at one
way to reinforce collaboration. [Supervisor Action audio]
On-Screen Text/Graphic:
Reinforce collaboration because it produces the greatest results most often.
Reinforce, support and praise collaborative efforts
Employees will collaborate if you recognize and appreciate their efforts.
[Supervisor Action image/animation]
Graphic/Interaction Description:
Key phrases animate in sync with audio. Include imagery.
Supervisor Action heading appears after initial audio that states: Now lets
look at one way. Then Supervisor image appears on screen along with
corresponding text and audio.
Supervisor Action audio:
I just read your report, and I know you both contributed. Sam provided the
metrics and Bill wrote the copy. Your combined efforts produced a solid,
comprehensive study. Thanks for working together on this.
Notes:
Copyright 2009 Page 24 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
25/71
Topic The Supervisors Role Page No:
ScreenTitle:
Whats My Role in Managing Team Conflict?
Narrative Text:
The final Supervisor Action well discuss is to be a role model. You can help develop a highly effective team by modeling collaboration. Key Supervisor
actions are flexibility, reinforcement and support, listening and communication, and valuing and leveraging your teams diversity.
On-Screen Text/Graphic:
Be a Role Model!
Be flexible
Reinforce and support team members ideas
Listen actively and communicate clearly
Value and leverage the diversity of your team
Graphic/Interaction Description:
Key phrases animate in sync with audio. Include imagery.
Notes:
Copyright 2009 Page 25 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
26/71
TopicName:
Conflict in Team Development Page No:14
ScreenTitle:
What Can I Expect As My Team Develops?
Narrative Text:One way to discuss team conflict is in terms of its developmental stages. Proven team-dynamics studies show there are four important and predictable
stages of effective team development: Forming, Storming, Norming and Performing.
As a team progresses through its developmental stages, the sources of conflict tend to differ, so its generally more effective to use different strategies for
dealing with conflicts. Lets learn more about managing conflict in the four developmental stages.
On-Screen Text:
[Team development graphic animation]
Sources of conflict differ in each stage, so different strategies are needed
Graphic/Interaction Description:
Create custom team-development graphic, which will also be used in the
Building and Leading Effective Teams module.
Each of the four stages is highlighted on the graphic in sync with audio.
Graphic stays on screen for additional text.
Notes:
Copyright 2009 Page 26 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
27/71
Copyright 2009 Page 27 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
28/71
Topic Conflict in Team Development Page No: 15
ScreenTitle:
What Can I Expect As My Team Develops?
Narrative Text:
Click each team development stage on the graphic to learn about the potential causes of conflict present at that phase and the Leader actions you can take
to manage it.
On-Screen Text/Graphic:
Click each team development stage on the graphic to learn about the potential
causes of conflict present at that phase and the Leader actions you can take to
manage it
Graphic/Interaction Description: Clickables
Participant clicks each phase in the graphic to view popup text in the
content area. Once in the content area, participant can click the
Leader Actions button to view additional popup text.
Participant clicks Forming to view popup text:
The stage of transition from individual to team needs and goals. Team
members try to be polite and suppress conflict at this stage. They may
believe theres no room for conflict in their goal toward unity.
Potential causes of conflict: Unclear team goals,
misunderstood roles and responsibilities
When participant clicks Leader Actions in this phase, views this popup
text:
Clarify the teams purpose, goals and priorities, and develop a
way to visually post team progress toward goals
Develop ground rules at the beginning of the teams formation
to clarify roles and responsibilities, including specific
expectations for each team member
Copyright 2009 Page 28 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
Forming
Storming
Norming
Performing
Content Area
Leader Actions
Click the Leader Actions button to learn more
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
29/71
Source: Bruce Tuckman, 1965
Clarify team decision-making responsibility and scope of
authority
Notes:
Topic Conflict in Team Development Page No:
Screen
Title:
What Can I Expect As My Team Develops?
Narrative Text:
Copyright 2009 Page 29 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
O S T t/G hi G hi /I t ti D i ti Cli k bl
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
30/71
On-Screen Text/Graphic:
Click each team development stage on the graphic to learn about the potential
causes of conflict present at that phase and the Leader actions you can take to
manage it
Click the Leader Actions button to learn more
Graphic/Interaction Description: Clickables
Participant clicks each phase in the graphic to view popup text in the
content area. Once in the content area, participant can click Leader
Actions button to view additional popup text.
Participant clicks Storming to view popup text:
The Leaders role in this stage is to welcome and understand the
significance of conflict within the team, identifying and managing its
potential benefits. The same team dynamics that contribute to
creativity, synergy and productivity can also lead to situations of
positive turbulence.
Potential Causes of Conflict: Low trust levels, interpersonal
style differences, different perspectives and experiences
When participant clicks Leader Actions in this phase, views this popup
text:
Conduct a meeting to encourage team members to openly and
directly discuss concerns.
Discuss the importance of valuing and leveraging differences.
If possible, help team members understand and embrace
differences by implementing a styles- assessment process
during a team meeting.
Moderate a meeting between team members to discuss howthey can work together through conflicts.
Revisit the ground rules the team established in the Forming
stage to help clarify expectations and manage conflicts.
Copyright 2009 Page 30 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
Forming
Storming
Norming
Performing
Content Area
Leader Actions
N t
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
31/71
Notes:
Topic Conflict in Team Development Page No:
ScreenTitle:
What Can I Expect As My Team Develops?
Narrative Text:
Copyright 2009 Page 31 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
On Screen Text/Graphic: Graphic/Interaction Description: Clickables
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
32/71
On-Screen Text/Graphic:
Click each team development stage on the graphic to learn about the potential
causes of conflict present at that phase and the Leader actions you can take to
manage it
Click the Leader Actions button to learn more
Graphic/Interaction Description: Clickables
Participant clicks each phase in the graphic to view popup text in the
content area. Once in the content area, participant can click Leader
Actions button to view additional popup text.
Participant clicks Norming to view popup text:
This is the stage of acceptance and reconciling differences. Conflict
can occur in work-related problems such as job stress, overtime,
heavy workloads or turnover.
Potential Cause of Conflict: Competing priorities
When participant clicks Leader Actions in this phase, views this popup
text:
Clarify team member roles, communicate priorities and the
rationale for specific work assignments.
Encourage team members to negotiate tasks and cooperate
with workload adjustments.
Notes:
Copyright 2009 Page 32 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
Forming
Storming
Norming
Performing
Content Area
Leader Actions
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
33/71
Topic Conflict in Team Development Page No:
ScreenTitle:
What Can I Expect As My Team Develops?
Narrative Text:
Copyright 2009 Page 33 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
On Screen Text/Graphic: Graphic/Interaction Description: Clickables
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
34/71
On-Screen Text/Graphic:
Click each team development stage on the graphic to learn about the potential
causes of conflict present at that phase and the Leader actions you can take to
manage it.
Youve completed the activity. Click the Forward arrow to continue
Graphic/Interaction Description: Clickables
Participant clicks each phase in the graphic to view popup text in the
content area. Once in the content area, participant can click Leader
Actions button to view additional popup text.
Participant clicks Performing to view popup text:
This is the stage of accomplishment. Team members have learned
how to work well together. As team members become more
independent, conflict surfaces in leadership issues.
Potential causes of conflict: Leadership issues such as micro-
managing, competing priorities and power struggles.
When participant clicks Leader Actions in this phase, views this popup
text:
Facilitate discussions with team members regarding their
expectations for the leadership role as they become more
independent. Implement changes based on their feedback.
Recognize the teams contributions to the goals. Use
motivation strategies to maintain peak performance.
NOTE: Final audio plays after this screen (See Narrative Text)
Notes:
Copyright 2009 Page 34 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
Forming
Storming
Norming
Performing
Content Area
Leader Actions
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
35/71
Topic When to Take Action Page No: 16
ScreenTitle:
Should I Get Involved?
Narrative Text:
[Opening audio] Kens out of control! Im through trying to work with him. He cant get along with anyone on the team!
[After opening audio] Despite your efforts to maintain a collaborative, productive team environment, conflict will escalate at times. Whatever the situation,
youll need to decide whether to get involved. Ask yourself these questions:
Can team members involved in conflict manage it independently from me?
Is the conflict affecting team morale, teamwork or productivity?
Has the conflict escalated to a destructive level?
And what can I offer to manage the conflict (support, resources, guidance, etc.)?
Strive to be a Leader who helps team members benefit from differences and transforms conflicts into win-win situations. Click the Keeping it Real button for
a real world situation.
Copyright 2009 Page 35 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
On-Screen Text/Graphics: Graphic/Interaction Description:
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
36/71
On-Screen Text/Graphics:
[Opening image and audio]
Conflict will escalate at times
Can team members involved in conflict manage it independently
from me?
Is the conflict affecting team morale, teamwork or productivity?
Has the conflict escalated to a destructive level?
What can I offer to manage the conflict (support, resources,
guidance, etc.)?
Help team members benefit from differences
Transform conflicts into win/win situations
Keeping it Real
Click the Keeping it Real button
Graphic/Interaction Description:
This screen opens with a team member image and opening audio. Audio is
specified under Narrative Text.
Image fades and sentence Conflict will escalate at times animates on
screen in sync with audio.
Bulleted questions build on screen. After all four are built, they dissolve.
Then two key phrases (at left) animate on screen in sync with audio
Keeping it Real button:
[Supervisor image and audio]: Ive never been on a team that didnt have
conflict. I think some people just like to fight. I think the best approach is to
let people work out their differences.
[Manager image and audio]: The tension in a team should be directed to the
friction between ideas, alternatives, the best operational methods or
standards, but not between other team members. Effective teams
understand that members can express different points of view without
undermining team functioning.
Notes:
Copyright 2009 Page 36 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
37/71
Topic Team Conflict Management Model Page No: 17
ScreenTitle:
How Can I Manage Team Conflict?
Narrative Text:
Now lets learn how you can actually manage the conflict on your team. You learned the Collaboration Model in the Managing Interpersonal Conflict
module. Your role in managing team conflict is facilitating that Collaboration Model within a feedback model in team conflict situations. Lets take a closer
look at how these models work together as the Team Conflict Management Model.
On-Screen Text/Graphic:
Feedback Model Team
Conflict Management Model
C
ol la
b or
at io
n Model
Graphic/Interaction Description:
Collaboration Model graphic animates on screen in sync
with audio (repurpose graphic from Managing
Interpersonal Conflict module.) (This model animates
on screen first)
Feedback Model animates on screen and locates as
shown at left in sync with audio. (This will need to be a
custom graphic and should have the same feel as the
Collaboration Model.)
The two models sync together on screen (and become
the Team Conflict Management model). Other labels
fade and new label shows on screen: Team Conflict
Management Model. The Feedback model is the
foundation of the new model and is larger on screen
than the Collaboration model.
NOTE: The KEY IDEA here is to show the relationship
Copyright 2009 Page 37 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
between the Feedback Model (Now What?) and the
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
38/71
between the Feedback Model (Now What?) and the
Collaboration Model. The first step in the Now What?
step of the Feedback Model is to facilitate Collaboration.
So the participant needs to understand that theyll want
to apply the Collaboration Model within that Feedback
Model step. (Note: Please contact Ann if you have
questions on this.)
Notes:
Copyright 2009 Page 38 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
39/71
Topic Team Conflict Management Model Page No: 18
ScreenTitle:
How Can I Manage Team Conflict?
Narrative Text:
Click each step in the Team Conflict Management model to learn the key actions and examples for applying the steps.
[Activity audio specified in right column below.]
Copyright 2009 Page 39 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
On-Screen Text: Graphic/Interaction Description:
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
40/71
Click each step in the Team Conflict Management Model to learn the key
actions and examples for applying the steps
Content Area
p p
Set up screen like a teaching simulation. Participant clicks steps in Team
Conflict Management model to view popup text in content area. Once in the
content area, participant can click the Example button to view additional
popup text.
When participant clicks the What? step, views popup text:
Define the conflict situation and ask for reasons
Discuss the specific, observable behavior involved in the conflict
Keep the discussion objective
Use open-ended questions to determine the causes
When participant clicks the Example button, views a Supervisor image
(facing forward) with this audio:
John, I noticed during our last team meeting that you and Ellen werent
happy with switching your schedules. Then yesterday I overhead you both
arguing. Whats causing this conflict?
Notes:
Copyright 2009 Page 40 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
Team ConflictManagement
Model(clickable)
Content Area
Example
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
41/71
Topic Team Conflict Management Model Page No:
ScreenTitle:
How Can I Manage Team Conflict?
Narrative Text:
[Activity audio specified in right column below.]
Copyright 2009 Page 41 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
On-Screen Text: Graphic/Interaction Description:
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
42/71
Click each step in the Team Conflict Management model to learn the key
actions and examples for applying the steps
Content Area
Set up screen like a teaching simulation. Participant clicks steps in Team
Conflict Management model to view popup text in content area. Once in the
content area, participant can click the Example button to view additional
popup text.
When participant clicks the So What? step, views popup text:
Explain how the conflict affects the team, and how it might damage morale
and productivity
Focus on the conflicts impact on the team
Stress that the situation must change
When participant clicks the Example button, views a Supervisor image
(facing forward) with this audio:
Im sure you can see that for the team to be productive, you and Kate will
need to work out your differences. Id like to help you two come to a mutual
agreement.
Notes:
Copyright 2009 Page 42 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
Team ConflictManagement
Model(clickable)
Content Area
Example
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
43/71
Topic Team Conflict Management Model Page No:
ScreenTitle:
How Can I Manage Team Conflict?
Narrative Text:
[Activity audio specified in right column below.]
Copyright 2009 Page 43 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
On-Screen Text: Graphic/Interaction Description:
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
44/71
Click each step in the Team Conflict Management model to learn the key
actions and examples for applying the steps
Content Area
Youve completed the activity. Click the forward arrow to continue
Set up screen like a teaching simulation. Participant clicks steps in Team
Conflict Management model to view popup text in content area. Once in the
content area, participant can click the Example button to view additional
popup text.
When participant clicks the Now What? step, views popup text:
Facilitating Collaboration means helping team members agree to work
together, share views, find common ground and develop a plan. Resist
telling team members what to do, but ask for ideas to build commitment.
Use team members ideas.
Keep probing if more options are needed.
Provide follow-up steps.
When participant clicks the Example button, views a Supervisor image
(facing forward) with this audio:
I know this has been a difficult time for you. Transferring to another
department might seem like the best option, but I need your expertise here.
What other ideas do you have?
[Another example that plays after the first one] I know this wasnt easy, but
Im glad you both worked out a plan. Now what action steps are needed to
make sure its implemented?
Notes:
Copyright 2009 Page 44 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
Team ConflictManagement
Model(clickable)
Content Area
Example
T i R l W ld P N 19
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
45/71
Topic Real World Page No: 19
ScreenTitle:
Real World
Narrative Text:
You are scheduled to be an observer at a team meeting. Its time to apply what youve learned in this module in a challenging situation. Click The Team
and Team Setting and Objective buttons on your screen to learn everything you need to know to complete the challenge. You can also click the Team
Conflict Management Model button if you need a refresher. When youre ready, click Start and youll see the first question. If you answer correctly, youll
get a star. Your goal is to collect all three stars!
On-Screen Text:
Graphic/Interaction Description:
Real World popup text: You are scheduled to be an observer at a team
meeting
Full screen simulation. Participant clicks buttons to view popup text.
Questions appear in Question Area. A separate clickable button also
appears that allows participant to choose if theres a conflict. Participant
views feedback on choices in separate popup boxes.
Participant has a view of the team meeting; team members heads labeled
with their names (See below under The Inventory Team for names). Heads
can be as follows (arranged around a table as if in a meeting):
ETC.
As audio plays, name labels and members heads are highlighted. After
each scenario, participant views popup question and response options.
Participant views feedback with choices.
Copyright 2009 Page 45 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
Question AreaThe Team
Team Setting andObjective
Decision History
Start
Team ConflictManagement
Model
Is there conflict on this team?
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
46/71
When participant clicks The Team button, views popup text:
The Inventory Team:
Bill Supervisor (Head of team)
Doug Fogerty Warehouse Representative
Janet Bilco Office Representative
Tonya Layland Supply Clerk
Victor Mason Production Representative (not present)
Harry Rutherford LineTeam Leader
Cathy Barford Inventory (not present)
You Meeting observer
You Meeting observer
When participant clicks Team Setting and Objective button, views popup
text:
Setting: A manufacturing facility somewhere in the United States
Objective: Carry out the annual inventory
When participant clicks Team Conflict Management Model button, views
popup graphic of custom graphic.
Notes:
Copyright 2009 Page 46 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
[instructions to appear in Question Area boxprior to start]
Click The Team and Team Setting and Objectivebuttons on screen to learn everything you needto know to complete the challenge. Click theTeam Conflict Management Model button for arefresher. When youre ready, click Start andyoull see the first question. If you answer
correctly, youll get a star. Your goal is to collectall three stars!
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
47/71
Copyright 2009 Page 47 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
48/71
Topic ALERT!!! Page No:
ScreenTitle:
Question #1
Narrative Text:
[Simulation audio as specified below]
On-Screen Text:
[Animated scenario, at right]
Question #1
What would be an effective Supervisors response?
Click the best response.
A. Focus on the fact that your ground rules, which you
developed when your team first formed, stated that
team members not in attendance were to send
representatives. Cathy and Vic did not.
B. State the What? So What? and Now What? to
refocus on the broader team goal completing the
inventory audit.
C. Tell Janet she should prioritize better to get her tasks
completed.
D. Ask Tonya to contact Cathy and remind her that she
needs to attend the meeting.
Graphic/Interaction Description:Head images of Bill, Janet, Harry and Tonya light up as they speak.
[Bill:] Thanks, everybody for meeting today. Lets get started. We are really behind with
this audit. Our report is due in two weeks. So where are we with our tasks?
[Janet: ] Well, if management would allow me the time to do what I need to do, wed be on
track. I keep getting sidelined with other urgent tasks. As usual, management is looking
out for their interests and not of their employees.
[Harry:] I resent that comment. We are under heavy production deadlines and we need
everyones help. The problem is that not everyone on this team is pulling their weight.
Where are Cathy and Vic? Why arent they here at this meeting?
[Tonya:] I think Vic has the day off and Cathy is trying to get a report finished for her
Manager.
Question appears in Question Area after the scenario is completed.
Correct response: B (Participant gets a star if correct)
Copyright 2009 Page 48 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
Correct feedback: Thats correct. Using the What? So What? and Now What?
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
49/71
Click the forward arrow button to move to the next question
process should help you get back on track during the meeting.
Incorrect feedback: Sorry, thats not correct. The correct response is B. Using the
What? So What? and Now What? process should help you get back on track during
the meeting.
Participant clicks Is there conflict on this team? button to view popup Yes and No
buttons.
Feedback if participant clicks Yes: Thats correct. Signs of destructive behavior are:
Complaining, criticizing, displaying anger and attacking personality.
Feedback if participant clicks No: Sorry, thats not correct. Signs of destructive behavior
are: Complaining, criticizing, displaying anger and attacking personality.
Text appears in Decision History box:
State the What? So What? and Now What?
Notes:
Topic Real World Page No:
Copyright 2009 Page 49 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
Is there conflict on this team?
Screen Question #2
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
50/71
ScreenTitle:
Question #2
Narrative Text:
[Simulation audio as specified below]
On-Screen Text:
[Animated scenario, at right]
Question #2
What is the best way for Bill to manage the conflict between
Janet and Tonya at this point?
Click the best response.
A. Choose not to intervene in the conflict
B. Clarify Janets role on the team
C. Avoid the tension on the team and refocus on your
goals
D. Facilitate collaboration between Janet and Tonya,
which will probably require a separate meeting
Graphic/Interaction Description:
Head images of Bill, Janet and Tonya light up as they speak.
[Bill:] Okay, I understand youre frustrated. Blaming management and absent team
members wont help us accomplish our goals. Lets focus now. What do we need to get
done in the next two weeks?
[Janet:] Im just trying to make the point that the reason were so far behind is that were
not getting support from management thats all. Where is our plant manager in all this?
Should she be attending these meetings? Is it all up to us to figure this out? What about
corporate?
[Tonya:] Stop it, Janet. Since you joined this team, youve been complaining about
everything. Are you a team player or not? Im through trying to work with you. Youd rather
complain and choose sides than do the real work!
Question appears in Question Area after the scenario is completed.
Correct response: D (Participant gets a Star if correct)
Correct feedback: Thats correct. As their Supervisor, its Bills role to facilitate
collaboration when conflict exists between team members.
Incorrect feedback: Sorry, thats not correct. The correct response is D. As their
Supervisor, its Bills role to facilitate collaboration when conflict exists between team
Copyright 2009 Page 50 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
Is there conflict on this team?
members.
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
51/71
Click the forward arrow button to move to the next question
Participant clicks Is there conflict on this team? button to view popup Yes and No
buttons.
Feedback if participant clicks Yes: Thats correct. Signs of destructive behavior are:
Complaining, criticizing, displaying anger and attacking personality.
Feedback if participant clicks No: Sorry, thats not correct. Signs of destructive behavior
are: Complaining, criticizing, displaying anger and attacking personality.
Text appears in Decision History box:
State the What? So What? and Now What?
Facilitate collaboration between team members when conflict exists
Notes:
Copyright 2009 Page 51 of 71
/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
52/71
Topic Real World Page No: 19c
ScreenTitle:
Question #3
Narrative Text:
[Simulation audio as specified below]
On-Screen Text:
[Animated scenario, at right]
Question #3
What is Bills best action at this point?
Click the best response.
A. Stop the meeting and reschedule when everyone can
attend and stay focused.
B. Reassign Dougs task to another team member.
C. Work to develop a solution for completing the report as
a team, assigning tasks and following up.
D. Allow the conversation about Dougs distraction to
continue so he learns from his mistake.
Graphic/Interaction Description:Head images of Bill, Harry, Doug, Janet and Tonya light up as they speak.
[Bill:] Okay, lets get back to business. We need to define a few action steps for making
progress on the audit report. Whos tracking progress?
[Harry:] I think Dougs been tracking this. Doug?
[Doug:] Oh, sorry. I was just checking my email. What did you say?
[Janet:] Great, Doug. Youre so distracted you dont even have time to stay focused on
this meeting? How are we supposed to get anything done? I dont have time for any of
this!
[Tonya:] Doug, do you even know what were talking about?
Question appears in Question Area after the scenario is completed.
Correct response: C (Participant gets a star if correct)
Correct feedback: Thats correct. Bill will need to facilitate collaboration within the team
Copyright 2009 Page 52 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
Is there conflict on this team?
again, assigning tasks and following up.
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
53/71
Youve completed the Managing Team Conflict Challenge!
Now its time to learn how you can apply what youve learned in
this module back on the job.
Incorrect feedback: Sorry, thats not correct. The correct response is C. Bill will need to
facilitate collaboration within the team again, assigning tasks and following up.
Participant clicks Is there conflict on this team? button to view popup Yes and No
buttons.
Feedback if participant clicks Yes: Thats correct. Did you know that engaging in
distractions, such as checking emails, answering cell phones or doing other work is
considered destructive behavior? Ensure you specify that in your teams ground rules.
Feedback if participant clicks No: Sorry, thats not correct. Did you know that engaging in
distractions, such as checking emails, answering cell phones or doing other work is
considered destructive behavior? Ensure you specify that in your teams ground rules.
Text appears in Decision History box:
State the What? So What? and Now What?
Facilitate collaboration between team members when conflict exists
Work as a team to develop solutions. The Leaders role is to assign tasks and
follow up.
Notes:
Copyright 2009 Page 53 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
54/71
Topic Taking Action Page No:
Copyright 2009 Page 54 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
Screen Taking Action
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
55/71
Title:g
Narrative Text:
Youve completed the main module content, and its time to take action and reflect on how you can improve your skills for managing team conflict back on
the job. Click the Taking Action button on your screen to reveal an action planning worksheet. Then follow the instructions to develop a plan for how you will
apply what youve learned back on the job to build your Supervisory skills.
On-Screen Text:
Its time to take action!
Click the Taking Action button to reveal an action planning worksheet
Then follow the instructions for completing the worksheet
Click the Forward arrow to review the summary and take the module
assessment
Graphic/Interaction Description:
Participant clicks Taking Action button and views popup Action Planning
worksheet. Worksheet includes text-entry functionality so participant can type
into the worksheet with responses. Participant has option to save the
document (on hard drive, CD, etc.) or print.
NOTE: Worksheet will include how to engage manager and peers to assist
with improvement.
Notes:
Copyright 2009 Page 55 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
56/71
Topic Module Summary Page No:
ScreenTitle:
Module Summary
Narrative Text:
Read the points on your screen to review what you learned in the Managing Team Conflict module. Then check out the other module titles you might want to
consider to continue building your Supervisor skills.
On-Screen Text:
You have completed the Managing Team Conflict module. Your key
learning points are:
People in any given team can experience conflict based on
differing facts, methods, goals and values. Conflict situations can
occur if these differences are ignored or poorly managed. Conflict becomes destructive when it is approached on a win/lose
basis.
Conflict is constructive when it results in people exploring new
ideas, testing their beliefs and stretching their imaginations.
Unresolved conflict represents the largest reducible cost in many
businesses, yet it remains largely unrecognized.
As a Supervisor, your goal in managing conflict is not to resolve it
for others, but to encourage team members to work out their
differences independently of you.
As a team progresses through its developmental stages, the
sources of conflict tend to differ, so its generally more effective to
use different strategies for dealing with conflicts.
Graphic/Interaction Description:
Static page with standard summary graphic.
Use graphic icons to represent the other modules listed on the bottom of
screen. Also include a Supervisor image.
Copyright 2009 Page 56 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
You can use the Team Conflict Management Model to help
l d i fli
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
57/71
resolve destructive conflict on your team.
Supervisors who completed this module also found these modules helpful:
Communicating
Building and Leading Effective Teams
Motivating
Notes:
Copyright 2009 Page 57 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
58/71
Topic Name: Module Assessment Page No: 22
Screen Title: AssessmentNarrative Text:
On-Screen Text:
Congratulations!
You have completed the module. Please click the Assessment
button to begin.
Graphic/Interaction Description:
Standard CYU graphic
Notes: Use Global template that includes Congratulations page; assessment instructions and score requirements.
Narrative Text has been removed to be consistent with Mod 07.
Copyright 2009 Page 58 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
ASSESSMENT
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
59/71
Topic Name: Module Assessment Page No: 22a
Screen Title: Assessment
Narrative Text:
Please read the assessment instructions before taking the assessment. When you are ready, enter your name in the text box below and click Continue.
On-Screen Text:
Assessment Instructions
There are 5 assessment questions. Please attempt all the
questions.
A passing score of 80% or above is required to pass this module.
Successful completion of all modules is required for completion of
the SfS program.
After selecting your response for each question, please click the
forward arrow button at the bottom of the screen. Once youve
started the assessment, you cannot visit previous screens, so the
backward arrow is not enabled.
After you complete the assessment, you will get a scorecard
reflecting whether or not you have passed the assessment.
You can also view your passing certificate and print it.
Name
Graphic/Interaction Description:
Standard CYU graphic
Notes: Use Global template that includes Congratulations page; assessment instructions and score requirements.
Blue instruction text has been changed.
Copyright 2009 Page 59 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
Continue
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
60/71
Copyright 2009 Page 60 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
61/71
Topic Name: Module Assessment Page No:22b
ScreenTitle: Check Your Understanding
Narrative Text:
On-Screen Text:
Scenario
You are the Supervisor of a team of engineers for a manufacturing
company. Your company strongly emphasizes continuous improvement
and customer service. Recently, your company has received several
customer complaints about the weight of one of your best-selling
machines. Customers believe reducing the weight of the machine would
increase its efficiency and reliability. A cross-functional task force has been
formed to determine the validity of the complaint and if reducing the weight
is possible without sacrificing durability. You are leading the task force.
Click the Forward arrow to move to the first question
Graphic/Interaction Description:
Standard CYU graphic
Notes: Use Global template that includes assessment instructions and score requirements.
Copyright 2009 Page 61 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
62/71
Topic Module Assessment Page No:
ScreenTitle:
Check Your Understanding: Question #1
Narrative Text:
On-Screen Text:At the first task-force meeting, you introduce team members, establish
roles and responsibilities and create ground rules. You also state the goal
of the task force, which is to determine if reducing the machines weight
will increase its value to your customers. What other Leader of the team
action is important during the initial Forming stage?
Click the best choice.
A. Asking team members how they think you should behave as their
Leader
B. Clarifying team decision-making responsibility and scope of
authority
Graphic/Interaction Description:Correct answer: B
Correct feedback: A checkmark or other indicator to show the correct
response.
Incorrect feedback: A red X or other indicator to show the incorrect
response.
Note: Include tracking function, e.g., two columns one headed with the
checkmark and one headed with the X. Then the number of each are tracked
below?
Notes:
Copyright 2009 Page 62 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
63/71
Topic Module Assessment Page No:
ScreenTitle:
Check Your Understanding: Question #2
Narrative Text:
On-Screen Text:
As your team begins to work together, you become aware of a conflict
between two of the members Shawna and Juan. Both are skilled
employees, but youve noticed tension between them. At the task-force
meeting yesterday, an argument broke out and both accused the other of
disrupting the meeting. Megan, another team member, tells you, I think
this dispute is affecting the quality of our work. What do you do?
Click the best choice.
A. Give Shawna and Juan time to work out their differences because
you want them to resolve conflicts independently of you
Graphic/Interaction Description:
Correct answer: B
Correct feedback: A checkmark or other indicator to show the correct
response.
Incorrect feedback: A red X or other indicator to show the incorrect
response.
Note: Include tracking function, e.g., two columns one headed with the
checkmark and one headed with the X. Then the number of each are tracked
below?
Copyright 2009 Page 63 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
B. Get involved now since the conflict is affecting morale and the
quality of your teams work
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
64/71
quality of your team s work
Notes:
Topic Module Assessment Page No:
ScreenTitle:
Check Your Understanding: Question #3
Narrative Text:
On-Screen Text:You schedule a separate meeting between Shawna and Juan. You begin
the meeting by following Step #1 (What?) in the Team Conflict
Management model. You define the conflict situation in behavioral terms
by saying, Many of your team members have observed the two of you
Graphic/Interaction Description:Correct answer: A
Correct feedback: A checkmark or other indicator to show the correct
response.
Copyright 2009 Page 64 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
arguing and blaming each other for mistakes. What is the next action you
can take in the What? step of the Team Conflict Management model? Incorrect feedback: A red X or other indicator to show the incorrect
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
65/71
can take in the What? step of the Team Conflict Management model?
Click the best choice.
A. Asking for reasons for the conflict
B. Asking Shawna and Juan to develop a solution
Incorrect feedback: A red X or other indicator to show the incorrect
response.
Note: Include tracking function, e.g., two columns one headed with the
checkmark and one headed with the X. Then the number of each are tracked
below?
Notes:
Topic Module Assessment Page No:
ScreenTitle:
Check Your Understanding: Question #4
Narrative Text:
Copyright 2009 Page 65 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
On-Screen Text:
Shawna tells you that Juan criticizes everything she does. She says Juan
Graphic/Interaction Description:
Correct answer: A
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
66/71
calls her nit-picky and over-controlling. Juan tells you he thinks Shawna
is overly sensitive and doesnt understand why she gets so mad. You learn
the tension between them has been going on for a few years. As you move
to the next step in the Team Conflict Management model you say, As you
know, our task force is involved in a high-visibility project and our timeline
is very aggressive. We need to reach our milestones as planned. Ourteams effectiveness is being compromised by the tension between you.
What is the key action for this step?
Click the best choice.
A. Explaining the impact of the conflict on your team
B. Facilitating collaboration among team members
Correct feedback: A checkmark or other indicator to show the correct
response.
Incorrect feedback: A red X or other indicator to show the incorrect
response.
Note: Include tracking function, e.g., two columns one headed with the
checkmark and one headed with the X. Then the number of each are tracked
below?
Notes:
Copyright 2009 Page 66 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
67/71
Topic Module Assessment Page No:
ScreenTitle:
Check Your Understanding: Question #5
Narrative Text:
On-Screen Text:
As you move to Step #3 in the Team Conflict Management model, you
begin to facilitate collaboration between Shawna and Juan. Both agree the
behavior needs to change. They work together to share views, find
common ground and develop a plan. What Leader of Teams action is
important in this step?
Click the best choice.
A. Telling team members what to do in an effort to save time and
reinforce your authority
B. Asking for team members ideas to build commitment
Graphic/Interaction Description:
Correct answer: B
Correct feedback: A checkmark or other indicator to show the correct
response.
Incorrect feedback: A red X or other indicator to show the incorrectresponse.
Note: Include tracking function, e.g., two columns one headed with the
checkmark and one headed with the X. Then the number of each are tracked
below?
Notes:
Copyright 2009 Page 67 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
68/71
Topic Name: Assessment Page No: 22h
Screen Title: Check Your Understanding: Congratulations!
Narrative Text:
On-Screen Text:
Text box Youve completed the Check Your Understanding
activity for this module
Click Scorecard to access your score
Show the results of the score for all five questions
Graphic/Interaction Description:
Notes: This is the final screen where the participants score appears and, if passing score of 80% is achieved, the
certificate appears. Also, participant receives instructions for leaving the module and, if desired, moving on to a differentmodule.
Copyright 2009 Page 68 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
i i
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
69/71
Topic Name: Assessment Page No: 22i
Screen Title: Scorecard
Narrative Text:
Please select the landscape option under the printer preferences for printing the certificate successfully.
On-Screen Text:
Please select the landscape option under the printer preferences
for printing the certificate successfully
Graphic/Interaction Description:
Certificate Image
Notes: This is the final screen where the participants score appears and, if passing score of 80% is achieved, the
certificate appears. Also, participant receives instructions for leaving the module and, if desired, moving on to a differentmodule.
Copyright 2009 Page 69 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
T i P N
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
70/71
TopicName
Page No:FINAL -GLOBAL
ScreenTitle:
Narrative Text:
Copyright 2009 Page 70 of 71/opt/scribd/conversion/tmp/scratch5890/56545388.doc Right Management
On-Screen Text: Graphic/Interaction Description: Clickables
Screen includes standard screen graphic for each module for consistency.
-
8/7/2019 M6 Managing Team Conflict Storyboard RM 3162010
71/71
What do you want to do now?
Click the buttons to take an action
Explore the module Resources
Access your Taking Action worksheet Revisit the module
Exit the module
What do you want to do now? is in larger font.
Participant clicks buttons associated with actions to activate links and be
taken to various locations:
Explore the module Resources: Links to Resources button/space
Access your Taking Action worksheet: Popup text Earlier in this module you
completed the worksheet, and saved the document to the location where you
are storing all your documents from this program. Access the completed
document from your stored location or download a new document from the
Resources tab. For help in saving documents, please refer to the FAQs
under the Resources tab. General instructions for completing the worksheet
are found in the Resources tab.
Revisit the module: Learner is taken to Introduction screen for the module
with capability to go through it as desired, i.e., Module Menu and navigation
arrows are functional
Exit the module: Learner exits out of module
Notes: This is the global exit menu
Copyright 2009 Page 71 of 71