m6 managing team conflict storyboard rm 3162010

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Managing Team Conflict

Supervising for Success (SfS)

Story Board (Module 6)

Version 1.3 FINAL 7/30/09


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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


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.


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The Supervisors Role ...............................................................................................................................................................................................25

Conflict in Team Development...................................................................................................................................................................................26




Conflict in Team Development...................................................................................................................................................................................33When to Take Action ..................................................................................................................................................................................................35

Team Conflict Management Model............................................................................................................................................................................37




Real World ............................................................................................................................................................................................................ .....45

ALERT!!!....................................................................................................................................................................................................................48

Real World ............................................................................................................................................................................................................ .....49

Real World ............................................................................................................................................................................................................ .....52

Taking Action ........................................................................................................................................................................................................ .....54

Module Summary .......................................................................................................................................................................................................56

Module Assessment...................................................................................................................................................................................................58










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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!



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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.



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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,



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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



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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.



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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



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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.



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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.



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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:



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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?



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[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



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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.


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.



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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.



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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


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:



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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.


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


Key phrases animate in sync with audio. Include imagery corresponding

to content.



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Notes:



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ScreenTitle:


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]


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?



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Notes:


ScreenTitle:


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]


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.



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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:


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ScreenTitle:


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]


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]


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:




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ScreenTitle:


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.


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


Key phrases animate in sync with audio. Include imagery.

Notes:




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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


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:




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Topic Conflict in Team Development Page No: 15

ScreenTitle:


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.


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


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



Forming

Storming

Norming

Performing

Content Area

Leader Actions

Click the Leader Actions button to learn more


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Source: Bruce Tuckman, 1965

Clarify team decision-making responsibility and scope of

authority

Notes:

Topic Conflict in Team Development Page No:

Screen

Title:


Narrative Text:



O S T t/G hi G hi /I t ti D i ti Cli k bl


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manage it




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


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.



Forming

Storming

Norming

Performing

Content Area

Leader Actions

N t


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Notes:


ScreenTitle:


Narrative Text:



On Screen Text/Graphic: Graphic/Interaction Description: Clickables


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manage it






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


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:



Forming

Storming

Norming

Performing

Content Area

Leader Actions


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ScreenTitle:


Narrative Text:



On Screen Text/Graphic: Graphic/Interaction Description: Clickables


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manage it.

Youve completed the activity. Click the Forward arrow to continue





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.


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:



Forming

Storming

Norming

Performing

Content Area

Leader Actions


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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.



On-Screen Text/Graphics: Graphic/Interaction Description:


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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


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:




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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.


Feedback Model Team

Conflict Management Model

C

ol la

b or

at io

n Model


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



between the Feedback Model (Now What?) and the


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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:




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Topic Team Conflict Management Model Page No: 18

ScreenTitle:


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.]



On-Screen Text: Graphic/Interaction Description:


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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:



Team ConflictManagement

Model(clickable)

Content Area

Example


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Topic Team Conflict Management Model Page No:

ScreenTitle:


Narrative Text:






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Click each step in the Team Conflict Management model to learn the key


Content Area




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



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:




Model(clickable)

Content Area

Example


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Topic Team Conflict Management Model Page No:

ScreenTitle:


Narrative Text:






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Click each step in the Team Conflict Management model to learn the key


Content Area

Youve completed the activity. Click the forward arrow to continue




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.



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:




Model(clickable)

Content Area

Example

T i R l W ld P N 19


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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:


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.



Question AreaThe Team

Team Setting andObjective

Decision History

Start


Model

Is there conflict on this team?


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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:



[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!


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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)



Correct feedback: Thats correct. Using the What? So What? and Now What?


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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:




Screen Question #2


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ScreenTitle:

Question #2

Narrative Text:


On-Screen Text:


Question #2

What is the best way for Bill to manage the conflict between

Janet and Tonya at this point?


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


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!


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




members.


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Click the forward arrow button to move to the next question


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.



Facilitate collaboration between team members when conflict exists

Notes:




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Topic Real World Page No: 19c

ScreenTitle:

Question #3

Narrative Text:


On-Screen Text:


Question #3

What is Bills best action at this point?


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?


Correct response: C (Participant gets a star if correct)

Correct feedback: Thats correct. Bill will need to facilitate collaboration within the team



again, assigning tasks and following up.


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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.


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.



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:



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Topic Taking Action Page No:


Screen Taking Action


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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


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:



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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.


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.


You can use the Team Conflict Management Model to help

l d i fli


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resolve destructive conflict on your team.

Supervisors who completed this module also found these modules helpful:

Communicating

Building and Leading Effective Teams

Motivating

Notes:



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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.


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.


ASSESSMENT


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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



Notes: Use Global template that includes Congratulations page; assessment instructions and score requirements.

Blue instruction text has been changed.


Continue


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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



Notes: Use Global template that includes assessment instructions and score requirements.



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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:



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ScreenTitle:


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?


A. Give Shawna and Juan time to work out their differences because

you want them to resolve conflicts independently of you


Correct answer: B


response.


response.



below?


B. Get involved now since the conflict is affecting morale and the

quality of your teams work


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quality of your team s work

Notes:


ScreenTitle:


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


response.


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


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can take in the What? step of the Team Conflict Management model?


A. Asking for reasons for the conflict

B. Asking Shawna and Juan to develop a solution


response.



below?

Notes:


ScreenTitle:


Narrative Text:


On-Screen Text:

Shawna tells you that Juan criticizes everything she does. She says Juan


Correct answer: A


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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?


A. Explaining the impact of the conflict on your team

B. Facilitating collaboration among team members


response.


response.



below?

Notes:



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ScreenTitle:


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?


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


Correct answer: B


response.

Incorrect feedback: A red X or other indicator to show the incorrectresponse.



below?

Notes:



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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


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.


i i


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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


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.


T i P N


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TopicName

Page No:FINAL -GLOBAL

ScreenTitle:

Narrative Text:


On-Screen Text: Graphic/Interaction Description: Clickables

Screen includes standard screen graphic for each module for consistency.


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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
