MANUAL TEAMWORK, LEADERSHIP AND NEGOTIATION

TEAMWORK, LEADERSHIP AND NEGOTIATION

We will look at how to assess the conditions that need to be in place to work well in a team.

CASE: CONFLICT OF COMPETENCE?

Rose is the new coordinator of a team at Senses, a cosmetics manufacturing company. The team already has some experience. Rose has picked up on a serious conflict between two of the members, Angel and Helen.

Angel seems to feel that Helen is encroaching on some tasks that are his responsibility. Work meetings are particularly tense...

A common goal

It is important that the members come to identify with the type of project that is being carried out, that they feel that it is their own and that, at the same time, they perceive that it is a shared task. Teamwork allows for this duality.

We must be able to share the results in an even-handed way, avoiding personalities and the dissolution of responsibilities.

Is Helen looking for personal success? If so, perhaps Helen should be reminded of what it means to work in a team.

Clear division of roles

The tasks that each team member performs should be clearly defined. This will avoid possible conflicts due to role encroachment, duplication of tasks, tasks that are left unfilled, etc. In our case, there seems to be a problem of division of roles between Angel and Helen. Rose will have to find out what is really going on and then make it very clear which tasks are the responsibility of each of them.

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