Ch6 Work group dynamics diagrams.docx

356616027889201 Different Work Groups 001 Different Work Groups 6766560-2286002 Reasons To Join Groups 002 Reasons To Join Groups 9144000-228600People wo want to join a group will exhibit desired behaviour even prior to being asked to join group because they find self-satisfaction in practising group behaviour Be aware that, of below, the social and economic reason is quite powerful we all like to feel good and exclusive membership 00People wo want to join a group will exhibit desired behaviour even prior to being asked to join group because they find self-satisfaction in practising group behaviour Be aware that, of below, the social and economic reason is quite powerful we all like to feel good and exclusive membership 65836801234440006583680187452000658368010515600073152001508760Interpersonal reasons Proximity (people in the secretarial pool) Physical attraction (guys go to gym to harden up) Attitudes similarity (protest groups) Social similarity (executives forming a Board Race/gender (womens group/Philippine Club) Abilities (volley ball team at work) Activity based reasons (dragon boat racing team/golf) Goals (group to complete fund drives) 00Interpersonal reasons Proximity (people in the secretarial pool) Physical attraction (guys go to gym to harden up) Attitudes similarity (protest groups) Social similarity (executives forming a Board Race/gender (womens group/Philippine Club) Abilities (volley ball team at work) Activity based reasons (dragon boat racing team/golf) Goals (group to complete fund drives) 67665601143000Factors causing group formation: 00Factors causing group formation: 6400800320040Satisfies important needs (Maslow – socialization/status perhaps – intrinsic rewards etc). The more individual needs are satisfied the more important the group will be. 00Satisfies important needs (Maslow – socialization/status perhaps – intrinsic rewards etc). The more individual needs are satisfied the more important the group will be. 768096045720002834640-45720004480560-228600So….Why join groups?? 00So….Why join groups?? 63093603520440Example of a task group 00Example of a task group 63093603794760Project Teams Used to generate solutions for important organizational problems Short life span (ex. Less than 4 months) Voluntary (secondary duty) Pulled together quickly No formal selection (no time) No assigned support staff (procedures not required) Informal communications Informal documentation (no wide paper trails) 00Project Teams Used to generate solutions for important organizational problems Short life span (ex. Less than 4 months) Voluntary (secondary duty) Pulled together quickly No formal selection (no time) No assigned support staff (procedures not required) Informal communications Informal documentation (no wide paper trails) 5212080461772000-3657603429000Drivers forcing organizations to seek work force mgmt practices for competitive advantage such as work groups: Deregulation Increased global competition Technology improvements Cost reduction pressure 00Drivers forcing organizations to seek work force mgmt practices for competitive advantage such as work groups: Deregulation Increased global competition Technology improvements Cost reduction pressure 36576004526280003657600370332000365760031546800039319204434840Task Groups - Work on a series of related activities - May or may not be self directed 00Task Groups - Work on a series of related activities - May or may not be self directed 39319203520440Command Groups - Exercise authority in organization - ex. Board of Directors 00Command Groups - Exercise authority in organization - ex. Board of Directors 24688803520440004480560224028000118872017830800044805602286000011887202286000011887202286000026517604572000-182880411480Informal Groups Two or more people Interact with each other Perceive themselves as sharing common interest/goals Come/brought together voluntarily to accomplish activity Formal Groups Two or more people Prescribed interaction patterns Perceive themselves as sharing common interest/goals stated in organizational terms Formal assignment to team in order to accomplish a meaningful organizational activity (mbrs are aware of group existence and their involvement in it) Note: there will always be informal groups. If needs are met, informal groups may assist organization. In employee needs are not met, the informal groups result in polarization between management and workers. 00Informal Groups Two or more people Interact with each other Perceive themselves as sharing common interest/goals Come/brought together voluntarily to accomplish activity Formal Groups Two or more people Prescribed interaction patterns Perceive themselves as sharing common interest/goals stated in organizational terms Formal assignment to team in order to accomplish a meaningful organizational activity (mbrs are aware of group existence and their involvement in it) Note: there will always be informal groups. If needs are met, informal groups may assist organization. In employee needs are not met, the informal groups result in polarization between management and workers. 2011680-228600Definition of Groups 00Definition of Groups 97840802514600Cohesion Composition Norms 00Cohesion Composition Norms 6217920-137160002286000-137160006217920-1371600062179202423160005577840-137160002286000-13716000210312037947600028346403200403 Work Group Cohesiveness Attraction to group (& reluctance to leave it) High morale exhibited by members Strong coordination of member effort Results of cohesiveness: Performance, when team/org goals align Energetic members motivated by group goals Less absenteeism Members celebrate/lament group success/failure Members value highly group membership Members resist transfer Become homogeneous over time Managers can raise cohesiveness by controlling composition: Match group task to employee characteristics Group size (smaller more cohesive) Clarity of goals and activities Institutionalize role of disturbance handler Establish common enemy (not too strong) Time positive feedback (group based) Note: cohesive groups play a role in ‘inclusion, stress and anxiety reduction, and self esteem’ these things are important to members but cohesion does not ensure group will be high performing in organizational ways. 003 Work Group Cohesiveness Attraction to group (& reluctance to leave it) High morale exhibited by members Strong coordination of member effort Results of cohesiveness: Performance, when team/org goals align Energetic members motivated by group goals Less absenteeism Members celebrate/lament group success/failure Members value highly group membership Members resist transfer Become homogeneous over time Managers can raise cohesiveness by controlling composition: Match group task to employee characteristics Group size (smaller more cohesive) Clarity of goals and activities Institutionalize role of disturbance handler Establish common enemy (not too strong) Time positive feedback (group based) Note: cohesive groups play a role in ‘inclusion, stress and anxiety reduction, and self esteem’ these things are important to members but cohesion does not ensure group will be high performing in organizational ways. -18288038862004 Three Team Factors That Affect Performance Level of work group cohesion Performance goals set by the group Degree of agreement between group and organizational goals 004 Three Team Factors That Affect Performance Level of work group cohesion Performance goals set by the group Degree of agreement between group and organizational goals 10972801508760000594360Group composition Those that make up the group & degree of similarity or difference between them (Homogeneous/heterogeneous) 00Group composition Those that make up the group & degree of similarity or difference between them (Homogeneous/heterogeneous) -914401874520Impt Note: People and managers think that they work better in homo groups. Research states the opposite. People are more effective in Hetero groups due to more conflict leading to better problem solving ability. They are less susceptible to each others biases. Fact is we may feel more comfortable in homo groups, but we are more effective in hetero ones. 00Impt Note: People and managers think that they work better in homo groups. Research states the opposite. People are more effective in Hetero groups due to more conflict leading to better problem solving ability. They are less susceptible to each others biases. Fact is we may feel more comfortable in homo groups, but we are more effective in hetero ones. 106070401051560006492240-411480Managerial Principles For Controlling Work Group Norms And Member Conformity Celebrate signs of cohesion/esprit de corps, create a desire to stay in the group (pride) Show relationship of high standards/performance to individual needs/group rewards (make rewards observable) Show how to compromise (all for one and one for all) Define how individual actions achieve group goals Enlist members in goal/norm setting Record/publicize successes (individual and group) Be willing to suspend norms (temporarily) to assist creativity Make evident consequences on noncompliance with core norms Do not expel mbrs who deviate from norms if: They’ve been helpul to the group normally They are high status The group prefers helping rather than isolating deviants Do not allow groups to become too isolated (may end up resulting in ….) 00Managerial Principles For Controlling Work Group Norms And Member Conformity Celebrate signs of cohesion/esprit de corps, create a desire to stay in the group (pride) Show relationship of high standards/performance to individual needs/group rewards (make rewards observable) Show how to compromise (all for one and one for all) Define how individual actions achieve group goals Enlist members in goal/norm setting Record/publicize successes (individual and group) Be willing to suspend norms (temporarily) to assist creativity Make evident consequences on noncompliance with core norms Do not expel mbrs who deviate from norms if: They’ve been helpul to the group normally They are high status The group prefers helping rather than isolating deviants Do not allow groups to become too isolated (may end up resulting in ….) 640080024231604 Work Group Norms Norms are the group’s standards for member’s behaviour. Members accept standards of behaviour (norms) in the form of the ‘compliance motive to gain rewards and escape punishment. 004 Work Group Norms Norms are the group’s standards for member’s behaviour. Members accept standards of behaviour (norms) in the form of the ‘compliance motive to gain rewards and escape punishment. 64008003794760Properties of norms: Police and censure member’s behaviour that does not conform Behaviour counts, thoughts do not Applies to effort levels and group goals, not personal matters Norms develop over time and resist change (even as members change, become tradition) Some have more right to deviate (senior) from norms than others (junior). Normally the higher the persons status the more right to deviate 00Properties of norms: Police and censure member’s behaviour that does not conform Behaviour counts, thoughts do not Applies to effort levels and group goals, not personal matters Norms develop over time and resist change (even as members change, become tradition) Some have more right to deviate (senior) from norms than others (junior). Normally the higher the persons status the more right to deviate 9658356174740Boundaries between stages not always clear, each stage will last until its major issues are resolved. A work group could find itself moving backwards 00Boundaries between stages not always clear, each stage will last until its major issues are resolved. A work group could find itself moving backwards 88525354574540Performing Minimal process losses (actual performance is near potentional performance) Willingness to confront both interpersonal and task related issues Members feel empowered, resolve conflict via collaboration vice negotiation/bargaining Ability to detect emergence of process losses regardless of member status 00Performing Minimal process losses (actual performance is near potentional performance) Willingness to confront both interpersonal and task related issues Members feel empowered, resolve conflict via collaboration vice negotiation/bargaining Ability to detect emergence of process losses regardless of member status 62236354574540Norming Normative structure emerges Benefits of membership outweigh costs Leadership position established Hierarchy of roles (structure) External threat may trigger solidarity Threat of groupthink emerging at this stage, keep lines of communication open. 00Norming Normative structure emerges Benefits of membership outweigh costs Leadership position established Hierarchy of roles (structure) External threat may trigger solidarity Threat of groupthink emerging at this stage, keep lines of communication open. 35947354574540Storming Interpersonal conflict emerges Members are more assertive Mbrs have info from stage 1 and now interact resulting in expected stage 2 process losses. Members must go through this to build trust and collaboration, otherwise better off as an individual leading to turnover/absenteeism 00Storming Interpersonal conflict emerges Members are more assertive Mbrs have info from stage 1 and now interact resulting in expected stage 2 process losses. Members must go through this to build trust and collaboration, otherwise better off as an individual leading to turnover/absenteeism 9658354574540Forming Assessing skills abilities & commitment Identifying identifiable goals/behaviours Initially focus on each other, sizing each other and the task up. Once info gathered conclusions are drawn and they are ready to move onto next stage. Leadership turbulence is characteristic of this stage 00Forming Assessing skills abilities & commitment Identifying identifiable goals/behaviours Initially focus on each other, sizing each other and the task up. Once info gathered conclusions are drawn and they are ready to move onto next stage. Leadership turbulence is characteristic of this stage 622935545084000-6343654917440 6 Work Group Development 00 6 Work Group Development 62236353088640Workgroup Size Guidelines 5-11 more accurate decisions 2-5 more consensus; greater member satisfaction; anxious about performance visibility 11 + more ideas (over 20 mean actual performance/member decreases) 00Workgroup Size Guidelines 5-11 more accurate decisions 2-5 more consensus; greater member satisfaction; anxious about performance visibility 11 + more ideas (over 20 mean actual performance/member decreases) 10452735802640007138035802640008852535345440007709535688340009995535574040Group Size 00Group Size 6223635916940Versus Personal Status, like Tacnav vs a Major on crew 00Versus Personal Status, like Tacnav vs a Major on crew 6566535574040Positional Status 00Positional Status 62236351374140As group size increases: Member participation decreases Internal conflict impact - less agreement: more dislike amongst members; less tension; greater release of tension Affects on performance - larger pool of talent to solve problems however process losses increase (coordination & work group structure more complicated) Also more individual effort is used to deal with process losses (groupthink, internal conflict, turnover etc) 00As group size increases: Member participation decreases Internal conflict impact - less agreement: more dislike amongst members; less tension; greater release of tension Affects on performance - larger pool of talent to solve problems however process losses increase (coordination & work group structure more complicated) Also more individual effort is used to deal with process losses (groupthink, internal conflict, turnover etc) 7823835116840Work Group Structure (Aspects) 00Work Group Structure (Aspects) -6286525405 Groupthink Diagnosis: We're great! "we can achieve anything" Morality - we are moral and upright Negative stereotyping of the opposition We're blind! collective rationalization - not objective to warning signs Mind guards sift through and eliminate negative external information We're united! Pressure applied to dissenters by mind guards Self censorship - members elect silence rather than criticize decisions Illusion of unanimity - silence (above) means consent, right? Prescription: We're not that great! Assign role of critical evaluator to members on a rotating basis We're not that blind! Keep idea generation separate from idea evaluation to increase objectivity and reduce influence of key members Outside experts provide guidance Set time for exploration of warning signs We're not that united! Use subgroups to arrive at decisions separately Second chance meeting - forum to express doubts Often result of leaders who are autocratic and charismatic. 005 Groupthink Diagnosis: We're great! "we can achieve anything" Morality - we are moral and upright Negative stereotyping of the opposition We're blind! collective rationalization - not objective to warning signs Mind guards sift through and eliminate negative external information We're united! Pressure applied to dissenters by mind guards Self censorship - members elect silence rather than criticize decisions Illusion of unanimity - silence (above) means consent, right? Prescription: We're not that great! Assign role of critical evaluator to members on a rotating basis We're not that blind! Keep idea generation separate from idea evaluation to increase objectivity and reduce influence of key members Outside experts provide guidance Set time for exploration of warning signs We're not that united! Use subgroups to arrive at decisions separately Second chance meeting - forum to express doubts Often result of leaders who are autocratic and charismatic. 75895203383280Managers need to know: 1. Task activity and maintenance activity needs 2. What development stage the group is in This in addition to the following will reduce process losses: Define and communicate WG task carefully Idea evaluation after idea generation Avoid groupthink Manage group norms by rewarding desired performance 00Managers need to know: 1. Task activity and maintenance activity needs 2. What development stage the group is in This in addition to the following will reduce process losses: Define and communicate WG task carefully Idea evaluation after idea generation Avoid groupthink Manage group norms by rewarding desired performance 74980802560320In stage 1, leader takes on responsibility for determing task/ maintenance activities. As group reaches stage 4 this is taken on by group members. 00In stage 1, leader takes on responsibility for determing task/ maintenance activities. As group reaches stage 4 this is taken on by group members. 7498080-457200Managing Groups Task Activities Maintenance Activities Forming Storming Norming Performing Maintenance activities Task activities 00Managing Groups Task Activities Maintenance Activities Forming Storming Norming Performing Maintenance activities Task activities -358140-454660Work Groups and Creativity Factors affecting Risk Taking Organization values risk taking Decision does not impact on org/personnel Leader is risk oriented Group tolerates deviation from norm vice maintaining status quo Groups are as adverse to risk taking as are individuals Groups are often less creative than individuals working alone for following reasons: Establish goals Use structured decision making Separate idea generation from evaluation Group ownership and accountability of ideas Value each member's time & input Ensure feedback from management 7 Factors contributing to low creativity: No common goal or focus No standard decision making method Idea generation not separate from evaluation Idea evaluation subjective (based on whos idea) Ideas do not become property of group once made (individual product vice group product) The group wastes time Members not treated as equals (intimidated) Some members dominate No access to higher authority for evaluation and feedback Pressure on members to be conform to low creativity behaviour Group assigns blame on members (originator of idea) So… 9 Enhancing WG Decision Making Brainstorming deferred judgement supplement to individual thinking (not substitute) Variations include stop n go, Philips 66, reverse brainstorming Delphi Technique Completed from different locations Members do not know each others ID Requires central coordinating system (-) Considerable time and effort (-) Process: Anonymous recording of views Sent to central location Each member receives copies of results Members input based on others ideas Repeat process as necessary for consensus Like building a consensus via e-mail Nominal Group Technique Minimizes verbal interaction among members Idea generations separate from evaluation Balanced participation Effects of dominant members lessened Highly formalized (-) Repeated use = perception of ritual DM (-) Process: Members individually write ideas Take turns presenting ideas Each idea recorded and discussed Each ranks ideas 1 to n Mean average rankings determine decision Evaluate/analyze voting pattern Revote to determine 00Work Groups and Creativity Factors affecting Risk Taking Organization values risk taking Decision does not impact on org/personnel Leader is risk oriented Group tolerates deviation from norm vice maintaining status quo Groups are as adverse to risk taking as are individuals Groups are often less creative than individuals working alone for following reasons: Establish goals Use structured decision making Separate idea generation from evaluation Group ownership and accountability of ideas Value each member's time & input Ensure feedback from management 7 Factors contributing to low creativity: No common goal or focus No standard decision making method Idea generation not separate from evaluation Idea evaluation subjective (based on whos idea) Ideas do not become property of group once made (individual product vice group product) The group wastes time Members not treated as equals (intimidated) Some members dominate No access to higher authority for evaluation and feedback Pressure on members to be conform to low creativity behaviour Group assigns blame on members (originator of idea) So… 9 Enhancing WG Decision Making Brainstorming deferred judgement supplement to individual thinking (not substitute) Variations include stop n go, Philips 66, reverse brainstorming Delphi Technique Completed from different locations Members do not know each others ID Requires central coordinating system (-) Considerable time and effort (-) Process: Anonymous recording of views Sent to central location Each member receives copies of results Members input based on others ideas Repeat process as necessary for consensus Like building a consensus via e-mail Nominal Group Technique Minimizes verbal interaction among members Idea generations separate from evaluation Balanced participation Effects of dominant members lessened Highly formalized (-) Repeated use = perception of ritual DM (-) Process: Members individually write ideas Take turns presenting ideas Each idea recorded and discussed Each ranks ideas 1 to n Mean average rankings determine decision Evaluate/analyze voting pattern Revote to determine 40233603703320 Rules and Regulations Low task uncertainty and low interaction requirements (requirements can be foreseen and dealt with in writing) Member Exchange Like an exchange officer Linking roles Common boss allows for more intergroup coord Task Forces Like a steering committee (temporary linking role) Decoupling Separate groups due to need for fast decision making, organizational security or due to intergroup conflict 00 Rules and Regulations Low task uncertainty and low interaction requirements (requirements can be foreseen and dealt with in writing) Member Exchange Like an exchange officer Linking roles Common boss allows for more intergroup coord Task Forces Like a steering committee (temporary linking role) Decoupling Separate groups due to need for fast decision making, organizational security or due to intergroup conflict 7498080342900000102412802514600007498080251460000502920025146000040233602880360Above three elements become major obstacles to companies moving from rigid hierarchical system to one of empowered teams. Steers and black suggest following depending on tgask complexity and task uncertainty 00Above three elements become major obstacles to companies moving from rigid hierarchical system to one of empowered teams. Steers and black suggest following depending on tgask complexity and task uncertainty 73152003200400087782401965960Collaboration, cooperation and structural unification between groups working to common goals 00Collaboration, cooperation and structural unification between groups working to common goals 64008001965960Amount, timing, and quality of information necessary to produce joint decisions 00Amount, timing, and quality of information necessary to produce joint decisions 38404801965960Freq & quality of interactions between groups 00Freq & quality of interactions between groups 92354401600200Integration 00Integration 65836801600200Information flow 00Information flow 41148001600200Interdependance 00Interdependance 6217920-22860011 Inter-Group Relationships 0011 Inter-Group Relationships 4023360594360Due to task complexity and uncertainty, interactions amongst groups must be coordinated and surrounded by safety procedures to prevent errors and communication lapses. Steers & black argue for 3 main requirements: 00Due to task complexity and uncertainty, interactions amongst groups must be coordinated and surrounded by safety procedures to prevent errors and communication lapses. Steers & black argue for 3 main requirements: 0-457208 Extent of Participative Decision Making in Teams Vroom-Yetton-Jaggo model 6/27 10 Extent of non-participative behaviour (Loafing) Why it happens: Equity of effort Loss of personal responsibility Reduced effort due to reward sharing Coordination complexity (large groups) What to do about it: Emphasize interesting/important task aspects Assure members their work is identifiable and significant Tell members they should not stand for loafing Let them know their performance will be evaluated Have some rewards tied to individual performance 008 Extent of Participative Decision Making in Teams Vroom-Yetton-Jaggo model 6/27 10 Extent of non-participative behaviour (Loafing) Why it happens: Equity of effort Loss of personal responsibility Reduced effort due to reward sharing Coordination complexity (large groups) What to do about it: Emphasize interesting/important task aspects Assure members their work is identifiable and significant Tell members they should not stand for loafing Let them know their performance will be evaluated Have some rewards tied to individual performance -27432027889201. Types of work groups 2. Why individuals join work groups and organizations 3. Importance of work group cohesiveness 4. Work group cohesiveness related to performance & impact of goals and group norms 5. Group think and actions to correct; 6. Stages of group development and management implications 7. Problems that curtail group creativity 8. Role of participation in group decision making 9. How to make group making more creative and efficient 10. Social loafers and corrective action 11. Strategy for inter group relationships 12. Intergroup conflict and how to deal with it. 001. Types of work groups 2. Why individuals join work groups and organizations 3. Importance of work group cohesiveness 4. Work group cohesiveness related to performance & impact of goals and group norms 5. Group think and actions to correct; 6. Stages of group development and management implications 7. Problems that curtail group creativity 8. Role of participation in group decision making 9. How to make group making more creative and efficient 10. Social loafers and corrective action 11. Strategy for inter group relationships 12. Intergroup conflict and how to deal with it. 39319205074920Work Group Dynamics 00Work Group Dynamics 5760720-457200097840803611880Define the problem Gather information Courses of action Best course of action Implement solution Evaluate solution Put in place measures to avoid repeat of conflict. 00Define the problem Gather information Courses of action Best course of action Implement solution Evaluate solution Put in place measures to avoid repeat of conflict. 65836803520440Needs integrated for permanent solution. Process as follows: Objectively define problem & share facts; Clearly state problem; Focus on facts, not areas of disagreement; Objective discussion of facts and problem; Determine alternatives for best mutual solution Develop criteria for assessing solution; Define all agreements as tentative until all aspects addressed; Hve parties take ownership of solution 00Needs integrated for permanent solution. Process as follows: Objectively define problem & share facts; Clearly state problem; Focus on facts, not areas of disagreement; Objective discussion of facts and problem; Determine alternatives for best mutual solution Develop criteria for assessing solution; Define all agreements as tentative until all aspects addressed; Hve parties take ownership of solution 51206403611880COLLABORATION 00COLLABORATION 65836802788920Negotiation when parties have equal power and fixed resources to be divided. Parties distort information, emotional appeals; argue their positions. Goals important but not worth disruption of more assertive means; opponent has equal power and mutual goals; temporary solution; excessive time pressure dictates expedient solutions; back up when collaboration fails. 00Negotiation when parties have equal power and fixed resources to be divided. Parties distort information, emotional appeals; argue their positions. Goals important but not worth disruption of more assertive means; opponent has equal power and mutual goals; temporary solution; excessive time pressure dictates expedient solutions; back up when collaboration fails. 52120802880360COMPROMISING 00COMPROMISING 65836802148840Use of power, coercion, pressure through intimidation. Crisis situations; issue important & unpopular actions required; organization welfare at stake & manager knows he is right; competitive pressure. 00Use of power, coercion, pressure through intimidation. Crisis situations; issue important & unpopular actions required; organization welfare at stake & manager knows he is right; competitive pressure. 52120802240280FORCING 00FORCING 64922401417320Used when fear losing a friend; avoid structural solution (mgmt imposed);; Manager decides he is wrong; issue more important to others than DM; to minimize losses; winning the battle may cost the war (cost/benefit again); employee development (learn by their mistakes) 00Used when fear losing a friend; avoid structural solution (mgmt imposed);; Manager decides he is wrong; issue more important to others than DM; to minimize losses; winning the battle may cost the war (cost/benefit again); employee development (learn by their mistakes) 51206401508760ACCOMODATING 00ACCOMODATING 6492240777240Short term. Used when issue is relatively trivial; decision maker believes no chance at satisfaction (what’s the use); costs/benefit analysis (resolution costs vs. solution benefits); when time is needed for people to calm down; when time needed for gathering info. 00Short term. Used when issue is relatively trivial; decision maker believes no chance at satisfaction (what’s the use); costs/benefit analysis (resolution costs vs. solution benefits); when time is needed for people to calm down; when time needed for gathering info. 5212080868680AVOIDING 00AVOIDING 5760720594360008321040-137160006217920137160Assumption: conflict is presently at undesirable high levels 00Assumption: conflict is presently at undesirable high levels 7132320-50292012 Conflict Management 0012 Conflict Management -274320-4114802 views Inter-Group Competition/Conflict Dysfunctional (bad) for organization Unavoidable byproduct but manageable Traditional view Suppression of conflict through norms Established TOAs Eventually management intervenes Contemporary view Conflict useful deviation from status quo If managed, positive byproducts emerge Suppression of conflict costly Too much harmony is suspicious 002 views Inter-Group Competition/Conflict Dysfunctional (bad) for organization Unavoidable byproduct but manageable Traditional view Suppression of conflict through norms Established TOAs Eventually management intervenes Contemporary view Conflict useful deviation from status quo If managed, positive byproducts emerge Suppression of conflict costly Too much harmony is suspicious