Symptoms
| Interventions
|
Can no longer avoid conflicts; some members verbally attack other members
| Bring team conflicts to team forum or process leader (if identified); process
leader mediates between individuals.
|
Conflicts of leadership, equality, commitment increase
| Identify, clarify, and assign informal leadership roles.
|
Members feel anxiety over expression of affect
| Encourage expressions of affect – positive and negative.
|
Address some conflicts directly
| Encourage the practice of constructive confrontation; focus on solutions to
problems.
|
Some members withdraw from the team.
| Review reasons for leaving; may be a symptom of team dysfunction.
|
Search starts for leader who will resolve conflicts.
| Identify members with skills and willingness to assume role of process
analyzer.
|
Functional leaders emerge
| Identify and encourage informal leaders.
|
Realize that power is not equal
| Identify all potential power sources.
|
Realize that everyone has power for leadership and decision making.
| Encourage members to recognize and assume power sources they are capable of
assuming.
|
Conflicts lead to constructive confrontation
| Help the team (members) discuss and resolve conflicts; regard as opportunity
for creative problem solving.
|
Team reclarifies goals and roles
| As a team, update goals; discuss roles and agree.
|
Form coalitions that change according to needs of the team.
| Praise this as sign of team’s growth.
|