Bili ZK Cooperation and Conflicts

Sanctions are the responses of the group to the behaviour of its members in compliance with or deviating from the relevant norms. Example: Paul complies with the norms of the team. Everyone respects him, which is why he is chosen to represent the interests of the staff.

Each member of a group occupies a certain place or position within it. Positions may be attributed (e. g. man, woman, elderly person, etc. ) or acquired (e. g. trainee, director of a home, vocational trainer, mother, etc. ).

Specific positions are associated with certain role expectations. Example: As a trainee, I am expected to do my homework and participate in training.

 Foreignness : Scoping one another out, uncertainty, getting to know one another. 

Orientation: Initial orientation with regard to individual people and group rules, establishing a sense of belonging and a secure behavioural framework. Relationships are clarified on a provisional basis.

Familiarity : Sense of community and security, rules have become firmly established, collective action. Everyone feels a sense of belonging, mutual acceptance.

Differentiation: Genuine recognition, belonging and security, because all members are accepted for themselves. 

Dissolution: Fear of losing a sense of belonging, disorientation, nostalgia for the past and hope for the future. Positive review, forward-looking approach.

Leader : The (unofficial) leader sets the tone within the group and is highly regarded. These people are known as 'unofficial' leaders because they do not necessarily occupy the official position of group leader.

Follower: Every leader needs a following. Followers have a low level of self-confidence and are barely able to form their own opinion, let alone assert it. 

Outsider: Outsiders are unable to fit in a group. They themselves do nothing to further their integration and often have characteristics which set them apart from the rest of the group. 

Scapegoat: Scapegoats are always to blame, especially in the case of conflicts within the group. They occupy a marginal position within the group.

• Conflicting requirements: Contradictory requirements are stipulated by various parties. They cannot possibly all be met, thus leading to conflicts.
• Limited resources: Objectives cannot be achieved with the resources available – this leads to conflicts.
• Processes of change: Reorganisations lead to conflicts and realignments.
• Lack of organisation: Management errors of various kinds lead to conflicts.
• Human factors: Everyone is different and differences in people's views can create conflicts.

Conflict of distribution: Different parties want (or don't want) the same thing. Example: No one in the team wants to do the next weekend shift because they all have personal commitments.

Conflict of objectives: Parties are pursuing different objectives. Example: One team member believes that snacks between meals should not contain any sweet things, while another thinks that is excessive.

Role conflict: Role conflicts may manifest themselves in different ways, but they always relate to the role played by a particular party. Example: A group leader does not want to assume the responsibility associated with his or her role. This has an impact on the entire team.

Conflict prevention: Open communication, discussing differences of opinion, addressing problems directly, cultivating a positive culture of debate and reflecting on your own conflict behaviour (conflict-shy, conflict-capable or combative).

Conflict recognition: Recognising unrest within the team, latent conflicts, aggression and implicit accusations as symptoms of conflict. Acknowledging the conflict and working together to find solutions. 

Conflict resolution: Using tools such as spider diagrams, iceberg models, etc. to visualise conflicts and find solutions together.