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Conflict Resolution 1
Running head CONFLICT RESOLUTION IN WORK TEAMS
Conflict Resolution in Work Teams
Team A
Buy cheap Conflict Resolution term paper
GEN 00 Skills for Professional Development
University of Phoenix Online
September , 00
Conflict Resolution
Abstract
"A clash or struggle that occurs when a real or perceived threat or difference exist in the
desires, thoughts, attitudes, or feelings, or behaviors of two or more parties" (Cox,
00, p.15). Conflict arises each day in relationships. Some of the problems a team can
encounter can be within a variety of environments. However, communication is the key
to resolving the differences. Having conflict amongst a team is not the end of the world.
If you manage and understand each type of conflict effectively, then the outcome will
create positive solutions. There are three types of conflict that can occur in a team
environment. They are interpersonal, intergroup, and interorganizational. To every
conflict that surfaces, there is a possible solution. Random House Webster College
Dictionary 001 defines resolution as, "a settlement of a problem, controversy, etc." As
there are different forms of conflict, there are diverse steps to determining a resolution, as
well.
Conflict Resolution
Conflict Resolution in Work Teams
Interpersonal Conflict
There are many forms of team environments. A classroom, place of work, sports
teams, and private residences are types of team environments, just to name a few. Each
of these environments can be easily infected with conflict, unless individuals have
developed a resistance, either intuitively or with training, the skills to handle their
differences. It is also important to have established a leader within the team. Having a
leader gives the rest of the team a focal point to get everyone back on track. Assigning a
leader is an effective way to provide a sense of unity for the rest of the team. However,
what happens when conflict arises with the leader? For example, a manager and her two
assistants, recently experienced conflict in defining their individual roles. Often the
manager would overstep her boundaries by constantly fulfilling, not only her
responsibilities as a manager, but by doing the tasks of her assistants, as well. By the
actions of the manager, the assistants became confused as to what their specific roles
were exactly. Meanwhile, the productivity of the rest of the group was at risk. Proper
steps are finally taken by the assistants. It is agreed that the three individuals would
communicate their feelings and what appropriate action needs to take place to define their
roles. Thus, resolving one form of interpersonal conflict. Barge (14) indicates that
interpersonal conflict exists between two individuals within a group. There are many
outcomes that convey when a conflict is resolved. It would be great to say that with a
decision, everybody involved would win, as in the previous example, but the feelings of
all those involved must be considered. Also, the policies and procedures one must follow
have a tremendous impact on how the problem will be resolved. It is in these types of
Conflict Resolution 4
cases that you may encounter a win/lose outcome. For instance, an employee working in
a customer service call center may engage in a variety of conflicts where he must find a
probable solution, while staying within the guidelines of their employer. A customer
calls in to his financial institution to report that he had received $100.00 extra during a
transaction through the drive-thru window. The financial institution caught the mistake
and had already debited his account for the error. It is explained to him that every
attempt was made to contact him, so that he could bring the funds back instead of having
to debit his account. After reviewing the mishap the financial institution had come to the
conclusion that it was their right to not take the loss, even if the error was made on there
part. This situation demonstrates a perfect example of a win/lose outcome. Overall, it is
important to understand that various types of team conflict will arise no matter what the
environment may be. Interpersonal conflict is just one of those types.
Intergroup Conflict
Intergroup conflict involves "conflict between two or more groups, within the larger
system"(Barge, 14). It is possible for one or more of each class of conflict to intersect
with one another. The two types of conflict that most often collide with one another are
interpersonal and intergroup. The reason for this is because "every individual may be
perceived as a representative of a group, and every personal interaction may be perceived
in part as a intergroup interaction"(Lambianca, Brass, Gray, 18, p. 55). The
comprehension an individual has on intergroup conflict endures whether or not a conflict
will arise. It is often conceived that bringing groups closer together will reduce the
chance of a conflict arising. Nevertheless, each individual is holding still, their own
perception of intergroup conflict. A situation where intergroup conflict occurs is
Conflict Resolution 5
demonstrated one day in an office setting. Conflict is easily created when there are two
brokers, one who is employed with Merrill Lynch and the other with Cuna . Each broker
is in charge of working with fiduciary accounts for the benefit of a particular credit union.
Their approach on handling these accounts is somewhat different. Each employee has
their own understanding of the task they have to complete. Thus, working together with
their opposite views, is an invitation for a dispute to happen. This form of intergroup
conflict can best be described as being destructive, instead of constructive. Although the
end result to a positive solution for the example provided may seem improbable, there
may be a way to negotiate. The involvement of a third party or simply being able to
communicate amongst them may help resolve the dispute effectively. The following is
an example of constructive conflict.
A mother's battle for her special needs child and the school district in which he
attended came to blows when she felt that the Individual Education Plan (IEP) that was
conducted was less than satisfactory.
The mother, we'll call her Carolyn, has an autistic child. Due to the child's special
needs, an IEP was considered necessary to determine what instructive requirements were
needed for his educational development. A meeting was scheduled and attended by
teachers, special education coordinators, a psychologist and the parents. After many
hours of deliberation the school officials were satisfied that they had created an IEP that
would best suit the child's needs. The mother was in disagreement. The school district
dismissed her and decided to go ahead with the IEP as written.
Carolyn, distraught with the school's decision, decided to take action of her own. She
was determined to have her voice heard. One day she was surfing the World Wide Web
Conflict Resolution 6
and had stumbled across a website called, www.wrightslaw.com, which was started by
two attorneys who wanted to aid parents that were caught in the middle of certain school
dilemmas on special education issues. The website referred to two books that could be
used as reference tools. One of which, "Emotions for Advocacy", had been written by
one of the attorneys. After a great deal of research, Carolyn was ready to make her case.
She notified the school district that she wanted another IEP meeting to be scheduled. The
school district declined and told her that one had already been done and that they were
satisfied with the outcome. Carolyn informed them of her rights under Wrights Law and
used her reasoning from the research that she had gathered. Under this law it stated if a
parent was not satisfied with the final result of an IEP that had already been administered
by the school district, that he/she had the right to ask that a second IEP be completed.
The reasoning for a second meeting was to discuss possible changes in the educational
procedures for children with Autism.
Ironically, after the resolution of this conflict, another one had arisen. But this time it
was within the school system itself. Classroom teachers and the aides that were assigned
to assist them were in conflict over which type of setting would be appropriate for the
students that did not fit in this category.
This is also an example of constructive conflict. Constructive conflict can allow
change and growth to occur within the system and provide the opportunity for resolving
problems associated with diversity of opinion (Thompson, Aranda, Robbins, 001, p.
8)
Interorganizational Conflict
Interorganizational conflict occurs when there is a breakdown in leadership. Visible
Conflict Resolution 7
signs of conflict within an organization are low productivity, withdrawal, and fighting.
These are all examples of conflict that hit above the surface. But there is much more
going on beneath the surface, within the organization, between and within teams, and
within individuals.
There are a number of causes for this type of conflict. First, the members of the
team's responsibilities and what they are accountable for are unclear. No clarification is
given by leadership, nor is it asked for by team members. Each individual including the
leadership are blind in how to reach the team's main objective.
Secondly, the expectations of the team are mismatched. Without clearly knowing
what each of their responsibilities are, each member of the team will develop there own
design on how to achieve their personal objective instead of the team's objective. Each
of the team member's paths will clash with one another creating more unwanted chaos.
Proper communication skills are the key to a sound team environment. The leader
needs to be clear at communicating what he or she expects for each individual to fulfill
the team's purpose. It is also necessary for the leader to provide the appropriate
resources and support that the team requires meeting its main objective.
If some or all of these factors are found within a team's structure than help can be
found by sorting out what member of the team is accountable for what. Make sure that
the expectations of parties involved are clarified. Again, it is the leader's responsibility
to the team to identify the resources that are needed to meet its goals. To encourage that
clear, specific and direct feedback be given to the involved parties. If the leader is found
at the center of a conflict, than leadership skill development training should be provided
by the organization.
Conflict Resolution 8
Resolution Techniques
The productivity of any group is at risk unless proper steps are in place before
collaborative arrangements are to begin. Individuals should adhere to these procedures if
there is to be resolution within their prospective groups.
Individuals should thoroughly prepare their ideas, thoughts, and suggestions before
presenting them to a group. They should be able to share these ideas willingly and also
be prepared to answer questions relative to their presentation with decisiveness and
without hesitation.
Keep remarks brief and relevant. Group participants should keep their comments
concise and applicable to the context of the discussion. They shouldn't verbally run off
on a tangent with unrelated conversation. If an individual does head off task, it is up to
the other team members to get him/her back on track.
All group participants must maintain an open mind at all times. Before heading into a
discussion, everyone involved should be optimistic about the conversation and its
outcome. To do this accordingly members must listen carefully to each individual's
comments, suggestions or opinions without taking offense. This leads us to the next
phase, being able to give and receive constructive criticism willingly. The majority of
conflicts begin when individuals feel threatened or become defensive. The discussion
should remain positive. Again, the mindset of each individual should be focused on
productivity and not the opposite. The environment must remain comfortable and
neutral.
There will be times when points of discussion between a few may become personal
and argumentative. It is up to the whole team to assist in reconciling the differences of
Conflict Resolution
opinion before moving on with the discussion. It is extremely important to remember
that the outcome of the discussion must be beneficial to the team's objective and not
reflect any individuals purpose.
In conclusion, encountering conflict in a team is a healthy way to keep the team
growing in a positive direction. Learning about the differences of others can strengthen a
team, while contributing to a better understanding of how to effectively manage a team.
As discussed, there are three types of conflict, interpersonal, intergroup and
interorganizational. Although it is important to distinguish the basis of the conflict, it is
equally important to determine a positive resolution. There are appropriate steps to begin
the walk to a proper resolution. If one manages and understands each type of conflict
and the steps to a resolution, then the end result may be a triumph.
Conflict Resolution 10
References
Cox, K. (00). Nursing, Teamwork, Job Satisfaction.
Nursing Administration Quarterly, 7(1), 15.
Lambianca, G., Brass, D., Gray, B. (18). Social Networks and perceptions of intergroup conflict The role of negative relationships and third parties.
Academy of Management Journal, 41(1), 55.
Thompson, L., Aranda, E., Robbins, S. (001). Tools for Teams.
Building Effective Teams in the Workplace (pp. 8).
Barge, J.K. (14). Leadership Communication Skills for Organizations
and Groups.
Hulbert, J.E. (14). Developing collaborative insights and skills. Bulletin of
the Association for Business Communication, 57(), 5. Retrieved
August 5, 00, from InfoTrac OneFile database.
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