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CHAPTER 10: LEADING TEAMS 317

Mediation Using a third party to settle a dispute involves mediation. A mediator
could be a supervisor, another team leader, someone from the human resources
department, or an outside ombudsman. The mediator can discuss the confl ict with
each party and work toward a solution. For example, Alan Siggia
and Richard Passarelli, cofounders of Sigmet, which designs data
As a leader, you can use techniques, such
processors that turn weather radar signals into graphic displays Action Memo
used by meteorologists, were feeling overwhelmed dealing with the as bargaining and negotiation, third-party

interpersonal conflicts within their small company. The leaders con- mediation, facilitating communication, and
tracted with WorkWellTogether, a Boston consulting fi rm, to send focusing people on a common vision, to aid
in a mediator who listens to employee problems and helps leaders
devise solutions to confl icts. If a solution satisfactory to all parties in resolving a confl ict.
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cannot be reached, the parties may be willing to turn the confl ict over
to the mediator and abide by his or her solution.

Facilitating Communication One of the most effective ways to reduce confl ict

is to help conflicting parties communicate openly and honestly. As confl icting par-
ties exchange information and learn more about one another, suspicions diminish
and teamwork becomes possible. A particularly promising avenue for reducing
conflict is through dialogue, as discussed in Chapter 9. Dialogue asks that par-

ticipants suspend their attachments to their own viewpoint so that a deeper level
of listening, synthesis, and meaning can evolve from the interaction. Individual
differences are acknowledged and respected, but rather than trying to fi gure out
who is right or wrong, the parties search for a joint perspective.
Each of these approaches can be helpful in resolving conflicts between individu-

als or teams. Effective leaders use a combination of these on a regular basis—such
as articulating a larger vision and continuously facilitating communication—to
keep confl ict at a minimum while the team moves forward.

Summary and Interpretation

Teams are a reality in most organizations, and leaders are called upon to facilitate
teams rather than manage direct-report subordinates. Functional teams typically
are part of the traditional organization structure. Cross-functional teams, includ-
ing problem-solving teams, process-improvement teams, and change teams, often

represent an organization’s first move toward greater team participation. Cross-
functional teams may evolve into self-directed teams, which are member- rather
than leader-centered and directed. Two recent types of teams—virtual teams and
global teams—have resulted from advances in technology, changing employee
expectations, and the globalization of business. New technology both supports
teamwork and increases the pressures on organizations to expand opportunities
for employee participation and the widespread sharing of information.
Teams go through stages of development and change over time. Guiding a
team through these stages is an important part of team leadership. In addition,
leaders have to get the team designed right by considering such factors as size,
diversity, and interdependence and ensuring that task and socioemotional roles
are filled. These considerations help to determine team effectiveness. The leader’s

personal role is also crucial. People typically have to change themselves to become
good team leaders. Three principles that provide a foundation for team leader-
ship are to recognize the importance of shared purpose and values, admit your
mistakes, and provide support and coaching to team members.