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By Craig E. Runde, Tim A. Flanagan

ISBN-10: 0470189479

ISBN-13: 9780470189474

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The Myers-Briggs Type Indicator is one assessment instrument that helps people understand some of their preferences, as well as become aware of how theirs may differ from those of others. The differences can bring out the best or play to the worst in teams. Styles. If some members on a team approach conflicts with a desire to win, while others seek to avoid them altogether, their stylistic differences themselves can become sources of tension (Thomas and Kilmann, 1974). indd 25 4/24/08 12:26:39 PM 26 BUILDING CONFLICT COMPETENT TEAMS may prefer to maintain current paradigms and work to make things better.

Team Models and Conflict Most major conceptual models of teams recognize the role of conflict, yet they do so in different ways. Katzenbach and Smith (2003) note in The Wisdom of Teams,“A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable” (p. 45). They create their common purpose through effective communications and constructive conflict. In this case, conflict serves as a catalyst for developing team identity and direction.

Attributions related to circumstances beyond another person’s control are called situational attributions. In general, people tend to attribute other people’s actions to dispositional causes. This leads to negative feelings toward the other person. We become angry at him for doing what he did, because we think it was his intention to hurt us or to take advantage of us (Allred, 2000). Other elements affect attributions too. Sometimes we attribute sinister motives to others based on stereotypes. If a person is a member of a particular group, we may automatically assume a particular intent even without considering the person’s unique viewpoints or circumstances.

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Building Conflict Competent Teams (J-B CCL (Center for Creative Leadership)) by Craig E. Runde, Tim A. Flanagan

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