How Management Teams Can Have a Good Fight
How management teams can have a good fight?
Summary
How management teams can have a good fight? Everyone has his own answer. Related to O.B., what’s the new answer?
In the case study, we discussed about “the forgotten group member” as group. We talked about “yes or no”, “why” and “how”. Every member can have his own idea, but we must reach an agreement as our group’s conclusion. This process is called “decision making”. During this process, if all the members’ own ideas are the same, that’s perfect! But most of the time the fact is someone says “yes”, and someone says “no”, and when we met the question like “why” and “how”, the answers became even more. Then the group meets an issue named “conflict”.
This article, by Kathleen M. Eisenhardt, Jean L. Kahwaly, and L. J. Bourgeios Ⅲ, focuses on conflict in the processes of the team decision making. Let’s return to the first question that how management teams can have a good fight. The business professors make their research based on observing how the groups managing the interpersonal conflicts.
The research about interplay of conflict, polictics, and speed in strategic decision making by top management teams last for 10 years. The objects to be observed are 12 top-management teams in technology-based companies.
As shown, in 4 of the 12 companies, there was little or no substantive disagreement over major issues and therefore little conflict to observe. And the other 8 companies experienced considerable conflict.
In 4 of the 8 companies, the top-management teams handled conflict in a way that avoided interpersonal hostility or discord. Managers in those companies referred to their colleagues as smart, team player, and best in the business. They described the way they work as a team as open, fun, and productive. The managers vigorously debated the issues, but they wasted little time on politicking and posturing.
The other 4 companies in which issues were contested were less successful at avoiding
Summary
How management teams can have a good fight? Everyone has his own answer. Related to O.B., what’s the new answer?
In the case study, we discussed about “the forgotten group member” as group. We talked about “yes or no”, “why” and “how”. Every member can have his own idea, but we must reach an agreement as our group’s conclusion. This process is called “decision making”. During this process, if all the members’ own ideas are the same, that’s perfect! But most of the time the fact is someone says “yes”, and someone says “no”, and when we met the question like “why” and “how”, the answers became even more. Then the group meets an issue named “conflict”.
This article, by Kathleen M. Eisenhardt, Jean L. Kahwaly, and L. J. Bourgeios Ⅲ, focuses on conflict in the processes of the team decision making. Let’s return to the first question that how management teams can have a good fight. The business professors make their research based on observing how the groups managing the interpersonal conflicts.
The research about interplay of conflict, polictics, and speed in strategic decision making by top management teams last for 10 years. The objects to be observed are 12 top-management teams in technology-based companies.
As shown, in 4 of the 12 companies, there was little or no substantive disagreement over major issues and therefore little conflict to observe. And the other 8 companies experienced considerable conflict.
In 4 of the 8 companies, the top-management teams handled conflict in a way that avoided interpersonal hostility or discord. Managers in those companies referred to their colleagues as smart, team player, and best in the business. They described the way they work as a team as open, fun, and productive. The managers vigorously debated the issues, but they wasted little time on politicking and posturing.
The other 4 companies in which issues were contested were less successful at avoiding