Library Staffing for the Future: Diversity, Teamwork, Conflict Resolution, Study notes of Innovation

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STAFFING THE UNIVERSITY

LIBRARY FOR THE NEXT

MILLENNIUM:

DIVERSITY,TEAM-BUILDING, AND

CONFLICT RESOLUTION ISSUES

TONI OLSHEN

YORK UNIVERSITY

CANADIAN LIBRARY ASSOCIATION

TORONTO

JUNE 19, 1999

TRAITS FOR THE NEW MILLENNIUM LIBRARY

TRAITS FOR THE NEW

MILLENNIUM

n interest and ability to learn constantly n flexibility n creativity n comfort with risk-taking n tolerance for ambiguity n a unshakeable user-centred attitude n skill at facilitating and fostering change n an understanding of when it is appropriate to lead and when it is appropriate to follow n the capacity to be a self-starter and to work independently n personal and professional confidence

DIVERSITY

Diversity implies including on work groups not only those individuals who differ with respect to characteristics such as age, gender, race and ethnicity but also those who differ in amount of experience, sets of skills or occupations, and hierarchical levels.

ADVANTAGES OF A DIVERSE WORKFORCE n Different points of view n Unique qualities n Innovation

KEY POINTS ABOUT TEAMS

• True teams are very different from other kinds of work groups.
• Team effectiveness is measured by useful output, not good feelings
• Diversity in membership makes teams stronger
• Effective teams are skilled at dealing with internal problems such as conflict
• Effective team leaders practice facilitational leadership rather than controlling leadership
• Teams benefit from the output of all members
• Mutual respect and mutual accountability are the cornerstones of team effectiveness. Soete, George. “Reorganizing for a Changing Information World.”p.

QUESTIONS TO ASK TO COUNTER

STRATIFICATION

• Do we have important skills in library staff that are not captured by our formal roles and responsibilities?
• Can we better utilize the basic skills and experiences of our group by working together, beyond as well as within our formal functional responsibilities?
• Could some of us build skills in other areas, and thereby help strengthen the overall capabilities of the group?
• Can we break up hierarchical patterns by assigning work tasks based on skills rather than position?
• Can we assign leadership roles to someone other than a manager? Katzenbach, Jon. The Wisdom of Teams , p. 237.

INTERNAL ISSUES ¨ Conflict resolution, the ability of team to discuss and resolve differences ¨ Open communication and trust, the degree to which team members feel free to express their views Parker , Glenn. Cross-Functional Teams , p. 160

CONFLICT

As the traditional hierarchical organization

gives way to group-based structures,

conflicts on teams will become more

prevalent. IF WE DEFINE CONFLICT AS

SIMPLE DIFFERENCES OF OPINION ,

this is exactly what we want to happen.

TEAM CONFLICT

• INTERPERSONAL CONFLICT
• TASK-BASED CONFLICT
  • ROUTINE
  • NON-ROUTINE

INTERPERSONAL TEAM CONFLICT

¨ Relationship conflict reduces the ability of group

members to assess new information provided by

other members

¨ The interpersonal conflict makes members less

receptive to the ideas of other group members

¨ The time and energy that should be devoted to

working on the task is used to discuss, resolve, or

ignore conflicts

Jehn, Karen.“A Multimethod Examination of the Benefits and Detriments of Intrgroup Conflict”, p. 258

CONFLICT RESOLUTION n Difference is beneficial n Conflict = difference of opinion n Diverse opinion is beneficial

DEALING WITH TEAM CONFLICT

• Team training must include sessions on conflict

resolution

• Top management as well as functional department

managers must be helped to form realistic

expectations of the potential outcome of cross-

functional teams

• In some cases, teams may need expert help in

facilitating team processes

Parker , Glenn. Cross-Functional Teams, p. 163.

TONI OLSHEN

YORK UNIVERSITY

TOLSHEN@YORKU.CA