1. What are the strength of this Group Communication Conflict Management (GCCM) Plan? Identify and discuss

2- What are the weaknesses of this Group Communication Conflict Management (GCCM) plan? Identify and discuss

TABLE OF CONTENT

1.0 Purpose of the GCCM Plan.3

2.0 Communication Management3

2.1 Communication objectives3

2.2 Communicate.3

2.3 Recognize Conflict3

2.4 Stakeholder communication requirements5

2.5 Communication methods and channels5

2.5.1 Communication methods5

2.5.2 Channels of Communication.6

2.6 Communication frequency.6

2.7 Communication responsibilities and roles7

3.0 Conflict Management8

3.1 Potential sources of conflict8

3.2 Unresponsive team member.8

3.3 Conflict resolution strategies and procedures9

3.4 Group Problem-Solving.9

3.5 Distributive bargaining/negotiation and the integrative negotiation process.11

3.6 Document management objectives12

3.7 Change Management and Objectives12

3.8 Change request process13

3.9 Change evaluation and impact analysis15

3.10 Change approval and implementation.16

3.11 Change communication.17

4.0 Conclusion.18

4.1 Summary of the plan.18

4.2 Maintenance and Version Control18

4.3 Approval and sign-off process19

References20

1.0 Purpose of the GCCM Plan

To ensure effective collaboration between team members who are geographically dispersed, often working in different time zones, and who may speak other languages. GCCMP incorporates project management methodologies, content management systems, and communication tools to facilitate effective project delivery. GCCMP aims to streamline communication and content management, improve project visibility and control, and deliver projects on time and within budget.

2.0 Communication Management

2.1 Communication objectives

We know that conflicts may arise during team activities, and we want to do everything possible to address problems before they start. We will do our best to encourage participation from all team members by communicating right from the start, equally distributing all work, establishing clear expectations, and remaining positive. To minimize the likelihood of team conflicts, we will:

2.2 Communicate

We aim to ensure that everyone clearly understands the project, the deliverables and when they are due, and everyone's role. If anything is unclear, we will help clarify it for all.

2.3 Recognize Conflict

The worst thing we can do is ignore any conflicts. If there is conflict or tension, the group must come together to address and resolve the situation. In case of dispute, we will follow Wisinski's (1993) A-E-I-O-U model of Managing competition. As detailed in the article by Ann Mehl, The A-E-I-O-U model of Managing:

A - Acknowledge :( Positive intention) Assume the other person means well. Identify his/her positive purpose and state it to the other person. Announce this as you begin facilitating the problem-solving.

E - Express: (What I see) Affirm the positive intention you have identified and express your specific concern. "I feel/think" ... If you meditate, invite each disputant to clarify their particular worries and problems for a few minutes.

I - Identify:(I propose) clearly define your objectives and recommendations. What is the outcome each party wants to achieve? Non-defensively propose the changes you would like to see occur. Saying "I would like" instead of "I want" will avoid inciting a defensive reaction. Here's where compromise may occur naturally.

O - Outcome: (Outline the benefits of the outcome) what is in it for them if they agree to accommodate? People respond much more positively when they buy into the reason for changing their actions or behavior. What are the features or advantages? One of the most powerful motivators is simply recognition: "Thanks, I appreciate your flexibility with this issue." "I owe you one."- goes a long way toward harmony.

U - Understanding: (Ask for feedback on what has been proposed) Get agreement on a specific action step - or develop alternatives. Asking, "Could we agree to try this for a while and see if it works out for both of us?" gives the other person the option to accept your proposal. Clarify as needed.

In working through the conflict management process, steps to consider include (Farrington, n.d.):

• Acknowledge the Conflict
• Stop and Cool Off
• Clarify Positions
• List Facts and Assumptions Based on Each Position
• Break Into Smaller Groups and Separate Existing Alliances
• Reconvene the Groups
• Celebrate the Resolution as a Team
• Ensure each team member understands the deliverables and tools

Before we start work on the deliverables, we will ensure agreement on the tools we will use. We shall all learn how to contribute to the deliverables fully and equallywith the help of one another.

2.4 Stakeholder communication requirements

Members will require access to the following:

• Internet
• Microsoft Outlook
• Microsoft Teams
• Google Docs
• Webcams/Cell Phones/Headphones for meetings
• Calendar

2.5 Communication methods and channels

We will use the following communication methods and channels to ensure effective communication among team members:

2.5.1 Communication methods

2. Verbal communication:Team members will engage in speaking with one another, primarily face-to-face, either via skype, zoom, teams, etc.
4. Non-Verbal communication:What team members do while speaking says more than the actual words. Non-verbal communication will include facial expression, posture, eye contact, hand movements, etc. because it is essential for team members to pay attention to both words and non-verbal communication.
6. Written Communication: Team members can use any of the written communication forms, be it e-mail, tweeting, a report, a Facebook post, a memo, etc., as they all have the same goal, which is disseminating information.
8. Listening:As team members, active listening is one of the essential communication methods because not listening to the person next to you means no effective engagement in understanding. The ability to collective and spiritual listening with an open mind leads to a creative conversation where each person can share opinions and thoughts freely (Levine, 1994)
10. Visual Communication: Team members must learn and know how to communicate using different techniques. Considering that we live in a visual society, people can share videos, images, etc., such as those we post on social media, to convey or transmit messages.

2.5.2 Channels of Communication

1. Microsoft Teams: We will use Microsoft Teams to schedule and conduct weekly team meetings, share files, and collaborate on project tasks.

2. Email: We will use email to communicate outside of our weekly meetings and share important updates or changes related to the project.

3. Google Docs: We will use Google Docs to collaborate on project documents, such as our group GCCMP and the weekly session agenda.

2.6 Communication frequency

We will meet weekly on Monday evenings at 5 pm MST Phoenix time. This translates to 6 pm CST, 7 pm EST, and 4 pm PST. We will also communicate as needed via Microsoft Teams, email, and, if necessary, text message.

2.7 Communication responsibilities and roles

Each team member is responsible for communicating openly and honestly with the rest of the team, expressing their opinions and concerns, and actively participating in group discussions. The team leader shall facilitate weekly team meetings, ensuring everyone can participate and discuss all relevant topics.

3.0 Conflict Management

Without two or more people, the existence of conflict is zero. So as a team, we must identify some sources of competition to the team because it is only when team members understand what causes disputes that they can try as much as possible to prevent it.

3.1 Potential sources of conflict

2. Lack of role clarification
4. Personality differences
6. Poor processes
8. Communication problems
10. Lack of performance standards
12. Unreasonable time constraints

3.2 Unresponsive team member

If, for any reason, a team member becomes unresponsive or disruptive, does not actively contribute to the work of the team, does not participate in conferences, or produces low-quality work, we will come together as a team to see if we can understand the situation and work among our team to resolve it. If the problem does not change, we will notify the instructor. If a team member drops the class, we will distribute the work equally among the remaining team members. If a team member has an emergency that does not allow him/her to participate, we will address this case by case. The team member may be asked to drop out if the situation is long-term.

2. The team agrees communication is one of the best tools we can utilize in the group.
4. Understanding conflict is part of the process. However, we will manage challenges as a team.
6. The team agrees that "life happens;" each member is committed to helping one another if an emergency happens. 3.3 Conflict resolution strategies and procedures

Conflict prevention begins primarily with communication. By building personal relationships, the team can draw from each other in developing a higher level of understanding and, as a result, mitigate potential conflict.Conflict management will be addressed through communication and holding each other accountable. It is recommended that members employ The Toulmin Model for argumentation where feasible, as this will force the individual to think beyond their claim and consider challenges (Wright, 2012).

3.4 Group Problem-Solving.

The group will incorporate Katherine Adams and Gloria G. Galanes, Communicating in Groups: Applications and Skills when problem-solving as detailed below:

Task difficulty. Difficult tasks are also typically more complex. Groups should be prepared to spend time researching and discussing challenging and problematic tasks to develop shared foundational knowledge. This typically requires individual work outside the group and frequent group meetings to share information.

Several workable solutions. A problem has many ways to be solved. There are usually multiple or complete tasks, but some issues have more potential solutions than others. Figuring out how to prepare a beach house for an approaching hurricane is complex and challenging, but there are still a limited number of things to dofor example, taping and boarding up windows; turning off water, electricity, and gas; trimming trees; and securing loose outside objects. Other problems may be more creatively based. For example, designing a new restaurant may entail using standard solutions and diverse types of innovation with layout and design.

Group members are interested in the problem. When group members are interested in the situation, they will be more engaged with the problem-solving process and invested in finding a quality solution. Groups interested in and knowledgeable about the issue may want more freedom to develop and implement solutions. In contrast, low-interest groups may prefer a leader who provides structure and direction.

Group familiarity with problems. Some groups encounter an issue regularly, while others are more unique or unexpected. A family who has lived in hurricane alley for decades has a better idea of preparing its house for a hurricane than a family who recently moved from the Midwest. Many groups that rely on funding must revisit a budget every year, and in recent years, groups have had to get more creative with budgets as funding has been cut in every sector. When group members are unfamiliar with a problem, they will need to do background research on what similar groups have done and may also need to bring in outside experts.

Need for solution acceptance. Here, groups must consider how many people the decision will affect and how much "buy-in" from others is needed for their solution to be successfully implemented. Some small groups have many stakeholders on whom the success of a solution depends. Other groups are answerable only to themselves. When a small group plans to build a new park in a crowded neighborhood or implement a new policy in a large business, developing solutions accepted by all can be challenging. In such cases, groups will want to poll those affected by the key and may wish to implement a pilot to see how people react. Imposing an excellent solution without stakeholders' buy-in can still lead to failure.

Decision-making is a critical part of the problem-solving process and part of conflict management. As alternatives are identified, the following should be considered (Cuesta College, n.d.):

2. The outcome each is likely to produce, in both the short-term and the long term
4. Alternatives comparison based on how easily you can accomplish each
6. Possible adverse side effects each may produce
8. The risk involved in each
10. Be creative and original; do not eliminate alternatives because you have never heard of or used them.

3.5 Distributive bargaining/negotiation and the integrative negotiation process.

Distributive bargaining/negotiation is a type of negotiation in which two or more parties compete for a fixed number of resources, such as money or time. The goal is for each party to get as many resources as possible. The negotiations are often adversarial, with each party trying to gain an advantage. On the other hand, integrative negotiation is a collaborative process in which both parties work together to create a solution that meets the needs and interests of all parties involved. The goal is for both parties to get as much value as possible out of the negotiation, and the process is more focused on finding common ground and creating win-win solutions. Critical key differences between integrative and distributive negotiation include:

2. Focus on interests vs. positions: In integrative negotiation, the focus is on understanding both parties' underlying interests and needs rather than simply negotiating positions. In a distributive negotiation, the focus is more on getting as much as possible for oneself without necessarily considering the other party's interests. This allows for more creative and flexible solutions that can benefit both parties.
4. Collaboration vs. Competition: Integrative negotiation is a process where both parties work together to find a mutually beneficial solution. Distributive negotiation, on the other hand, is more competitive, with each party trying to get the best possible outcome for themselves.
6. Long-term vs. short-term focus: Integrative negotiation often has a longer-term focus, as both parties are interested in building a relationship and finding a solution that will benefit them eventually. Distributive negotiation, on the other hand, is often focused on short-term gains, with each party trying to get the best deal possible in the current negotiation.

3.6 Document management objectives

Documentation creation and approval process Quality Check Quality checks on spelling, grammar, and technical content are required for all work assignments. Quality check is intended to be a group effort, Using Google Docs.

2. All group members have been provided access to Edit, Review, and comment on group assignments before the final submission
4. The group will assign one person to do the final edits before the submission
6. Before final documents have been submitted, all group members must agree 3.6 Document storage and access
8. A shared Google Docs Folder has been created for the group members
10. Documents will also be uploaded to the assigned class group folder.

3.7 Change Management and Objectives

In the context of Group Communications and Conflict Management plans, change management objectives focus on managing and minimizing conflicts within a group and promoting effective communication among team members. Some specific change management objectives that can be incorporated into these plans may include:

Enhancing communication: A group communications and conflict management plan's primary goal is to make team members' contact with one another more successful. Assisting team members in enhancing their communication skills and learning to express themselves effectively and respectfully may entail creating training programs or workshops.

Collaboration promotion: Fostering a collaborative culture inside the organization may be another important goal. As well as establishing clear expectations and goals for team members may entail giving them the tools and assistance they need to collaborate more successfully.

Managing conflicts is a standard component of group dynamics, but it may be disruptive and harmful if not managed well. Early identification and resolution of disputes before they worsen and endanger the team may be one goal of a conflict management strategy.

Building trust: Communication and teamwork are only successful when faith is there. Gaining team members' trust through team-building exercises, open communication, and openness may be a change management goal in a group communications and conflict management plan.

Encouragement of feedback: Effective teamwork depends on team members grasping one another's perspectives. Promoting an open feedback culture where team members feel at ease giving constructive criticism and receiving feedback productively and fruitfully may be one goal of change management.

3.8 Change request process

The change request process is an integral part of change management, the systematic approach to handling organizational changes. The change request process can facilitate effective communication, resolve disagreements, and ensure that changes are implemented quickly and effectively in group communication and conflict management plans. Incorporating the change request procedure into the group communication and conflict management plan involves the methods listed below:

The creation of a Change Control Board (CCB) All change requests must be examined and approved by the CCB. It should comprise representatives from several organizational and functional areas and have the power to accept or reject change requests.

Specify the change request procedure: The procedure for submitting, reviewing, and approving change requests should be specified. It should contain a standard form that collects pertinent data regarding the change, such as its justification, its effects, and the resources needed to accomplish it.

Explain the procedure for change requests: All parties involved, such as employees, managers, and the CCB, should be informed. The communication should outline the advantages of the change request procedure and include step-by-step guidelines for filing a request.

Review and approve all change requests: The CCB should examine and approve all requests. The CCB should consider the change's effects on the organization, the resources needed to implement it, and any potential conflicts that might occur from it.

Implement the change: Following approval, the established protocols should implement a change request. To ensure the transition is successfully embraced, all stakeholders should be aware of it and given any necessary training.

Evaluate the change: The effectiveness of the change should be assessed after it has been implemented. Any adjustments should be made to ensure the transition is fully incorporated into the organization.

Changes can be controlled and efficient by incorporating the change request procedure into the group communication and conflict management plan. Along with conflict avoidance, it can encourage successful stakeholder dialogue.

3.9 Change evaluation and impact analysis

Evaluation and impact analysis are essential to a group communication and conflict management plan. Here are some modifications you can make to them to increase their effectiveness:

Clearly state the evaluation standards: It's critical to describe the evaluation criteria in detail to assess the effectiveness of the communication and conflict management plan. This might involve fewer conflicts, more team morale, output, or other measurements.

Using both quantitative and qualitative data Using both quantitative and qualitative data will provide a thorough examination. This could involve conducting surveys, interviews, focus groups, or other data collection methods.

Regular reviews should be done to stay on course and make necessary plan adjustments. Depending on the plan's time limit, this can occur weekly, monthly, or quarterly.

Perform a pre-implementation analysis: To establish a baseline of the current situation before executing the communication and conflict management plan, it is crucial to undertake a pre-implementation study. As a result, evaluating the program's effectiveness will be more straightforward.

Impact analysis can be used to uncover strengths and flaws. Impact analysis can determine the advantages and disadvantages of the communication and conflict management plan. This can entail locating areas of poor communication or conflict that are particularly challenging to address.

Use impact analysis to improve the plan: Impact analysis can enhance the communication and conflict management plan, as necessary. This can entail altering dispute resolution techniques or communication channels.

Use continuous feedback: To ensure the plan fulfills the team's needs, it is crucial to ask for feedback continuously. Regular team meetings or anonymous feedback forms could be examples of this.

Therefore, being proactive, adaptable, and using various data sources to guide your study are the keys to conducting an efficient evaluation and impact analysis of a group communication and conflict management plan.

3.10 Change approval and implementation

To ensure the plan is successful and well-accepted by the group, the approval and implementation process for a group communications and conflict management strategy often entails multiple steps. The following are a few potential changes to the approval and implementation process:

Get the group involved in the approval procedure: Consider including the entire group in the approval process rather than just the leadership team or a designated individual. This can be achieved by presenting the project to the group and asking for comments, polling the group or conducting a survey to determine support, or hosting a conversation in the group to address any issues or queries.

Give a defined responsibility for implementation: It is crucial once the plan has been authorized. This could entail designating a specific individual or group to supervise the implementation procedure, establishing precise timetables and milestones, and offering resources or support to guarantee successful implementation.

Effectively communicate the plan: Effective communication is essential to ensure the program is well-received and adequately implemented. To keep the group updated on the project and any updates or modifications, consider using various communication methods, such as email, meetings, or online platforms.

Once the plan has been implemented, monitoring things and adjusting as necessary is crucial. To do this, it may be required to carry out routine check-ins or evaluations to gauge the plan's performance, deal with any conflicts or concerns that surface, and make any necessary adjustments or revisions.

You may ensure that the Group Communications and Conflict Management Plan is successful, well-supported, and successfully implemented by the group by making these adjustments to the approval and implementation process.

3.11 Change communication

Analyze the available communication channels: Look at the group's present communication techniques. Determine any problems or obstacles impeding excellent communication and conflict resolution.

Determine the group's communication requirements: Next, decide which communication channels best meet the group's needs. The group members might be surveyed to determine what they think will work best.

Create clear communication standards: Establish concise communication guidelines that will be followed regularly once the group's communication needs have been determined. This could contain instructions on how and when, and what to communicate.

To ensure everyone is on the same page, provide communication training to group members if they are unfamiliar with the methods employed. Group seminars or one-on-one coaching sessions might be used for this.

Communication techniques should be routinely assessed for effectiveness and modified as necessary. This can entail asking group members for their opinions and adjustments.

These steps will help you practice effective communication techniques that will aid in preventing and managing group disagreements.

4.0 Conclusion

4.1 Summary of the plan

The Group Communication and Conflict Management Plan (GCCMP) is critical for the efficient and effective execution of the subject project. The plan provides a framework by which the project team will communicate and resolve conflict. Project members, sponsors, and stakeholders are best served by having a cohesive team collaborating with project planning and execution.

4.2 Maintenance and Version Control

Document maintenance and version control will be accomplished via a version control log in the format as follows:

Date Changed	Change Details	Reason for Change	Responsible Party
3/12/2023	update communication details	added content specific to class reading conflict management content	Clemore
3/12/2023	update conflict management details	added content specific to class reading problem solving	Clemore
03/14/23	Updated Communication methods	Added content specific to class reading and understanding conflicts.	Roland
3/18/23	Updated conflict management considerations and overall formatting	Added content for strategies and standardized formatting	Mitch

This methodology will be employed for any changes to the structure and content of the GCCMP, including minor administrative changes.

4.3 Approval and sign-off process

The initial GCCMP and any amendments will be settled via the documented change control board (CCB) process referenced in the prior change control process section.

References

Adams, K. and Galanes, G., (2009).Communicating in Groups: Applications and Skills, 7th ed. Boston, MA: McGraw-Hill

Claire, V. (2022): Different Methods of Communication. Soured from: https://cpdonline.co.uk/knowledge-base/business/different-communication-methods/

Cuesta College. (n.d.). Decision-making and Problem-solving [Course Study Guide]. https://www.cuesta.edu/student/resources/ssc/study_guides/critical_thinking/106_think_decisions.html.

Farrington, J. (n.d.). Ways To Deal With Team Conflict Effectively. Sandler.https://www.sandler.com/blog/ways-to-deal-with-team-conflict-effectively/

Lewicki, R. J., Saunders, D. M., & Barry, B. (2015). Negotiation (7th ed.). McGraw-Hill Education.Pruitt, D. G., & Carnevale, P. J. (1993). Negotiation in social conflict. Open University Press.Wisinki, J. (1993). Resolving Conflicts on the Job. New York: American Management Association

Levine, L. (1994). Listening with spirit and the art of team dialogue. Journal of Organizational Change Management, 7(1), 61.https://doi.org/10.1108/09534819410050803

Mehl, A,, The A-E-I-O-U Model of Managing Conflict. https://www.annmehl.com/a-e-i-o-u-model-of-managing-conflict/

Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide)-Sixth Edition: Vol. Sixth edition.Project Management Institute.

Wright, D., Studiolab, Furman University. (2012, February 21). The Toulman Model of Augmentation

[Video]. YouTube. https://www.youtube.com/watch?v=D-YPPQztuOY