JLBC TEAM BUILDING AT THE SQUAD LEVEL
PROCESS CONFLICT
Process conflict is conflict about how to accomplish the task, who is responsible for sub-tasks, and how to delegate responsibilities to complete the job. Soldiers uncertain of their roles increase the likelihood of this type of conflict. Leaders can reduce the amount of process conflict by ensuring everyone on the team is apparent in their position and have a thorough plan to accomplish the task.
Process Conflict Indicators and Causes
Strength Indicators
Need Indicators
Explains how subordinate roles support the unit’s goals and the work of others.
Establishes procedures for monitoring, coordinating, and regulating subordinates’ activities.
Informs assistants of work expectations, particularly when taking on a new role.
Successfully resolves subordinate conflicts regarding duty tasks or functions.
Clearly outlines responsibilities and desired outcomes.
Provides subordinates with competing demands or contradictory messages about their role.
Maintains a sink or swim attitude.
Does not define or communicate roles, desired outcomes, and goals to team members.
Assigns tasks without determining if work is in the scope of an individual’s abilities.
He refuses to be involved in subordinate conflicts and disagreements about “who does what.”
Underlying Causes
It does not conceptualize how the contributions of team members should fit together.
Unable to see the benefit of providing a clear message or guidance on role expectations.
Over-tasked (or under-tasked) and not able to allocate distinct work roles.
Lacks knowledge of position requirements and personnel capabilities when assigning work.
Uninterested in managing work or people.
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