conflict resolution leadership and teams

Working with and managing diverse teams can be rewarding, stimulating creativity and even leading to greater satisfaction for some employees (Stahl, Maznevski, Voigt & Jonsen, 2010, p. 690). As Cox & Blake (1991) also point out, cultural diversity in a work group imparts a competitive advantage for the organization. However, the research on cultural diversity in workgroups yields some troubling and contradictory results. Recent research shows that diversity does not necessarily lead to social integration, and can even adversely impact team performance (Horwitz & Horwitz, 2007). Stahl, Maznevski, Voigt & Jonsen (2010) also found “cultural diversity leads to process losses through task conflict and decreased social integration,” (p. 690). Thomas & Peterson (2018) agree that cultural diversity in a work group has “positive and negative elements,” (p. 166). The conflict between Darius and Harpreet has been festering for months, causing what is most likely a “high level of stress for the individuals involved, which in turn affects their ability to perform,” (Moran, Abramson & Moran, 2014, p. 89). As a team leader, I am placed in a difficult position. My instinct as team leader might be to run, to avoid having to address the underlying causes of the conflict between Darius and Harpreet. After all, their dislike for one another has deep-rooted causes linked to their perceptions of discrimination. Yet as a strong team leader who wants to effectively manage the conflict and bring about positive results for the Monitor Project, I will need to rise to the occasion.

If I were to run, as my instincts suggest, I would be demonstrating an avoidant style of leadership that could make matters worse. Therefore, I choose to take on a collaborative and transformational style that empowers both Darius and Harpreet, while also remaining sensitive to the other members of the group. Our group is a veritable cross-section of humanity, with members of different cultural groups as well as different ages and genders. We can learn to leverage our diversity by developing a more cohesive team identity. Building a team identity has been shown to mitigate interpersonal conflict, such as the conflict between Darius and Harpreet (Thomas & Peterson, 2018). A collaborative leadership style promotes a strong team identity by focusing not on differences, but on how we can focus squarely on the tasks at hand. Seeking a win-win solution allows our team to thrive, and every member of the team recognizes the personal advantages to being part of a successful work group that delivers impressive results. Therefore, it is important to let Darius and Harpreet know that their participation is valuable, and to ask them on an individual basis what they believe would help alleviate the conflict. If necessary, I would even be willing to allow one or both of these team members to work remotely. As Thomas & Peterson (2018) point out, virtual teams have less conflict than face-to-face teams. I do not want this team to become a fully virtual team, but in the interests of conflict resolution would be willing to allow telecommuting temporarily.

Although the conflict between Darius and Harpreet has overtones of culture, religion, and gender, it is also important to view the situation from the perspective of interpersonal conflict. It is important to recognize that Darius and Harpreet might simply not like each other, their animosity less motivated by the superficial dimensions of cultural conflict and more with simple personality clashes. Even if cultural conflict is the underlying cause for the disruption, it is possible to apply interpersonal conflict resolution strategies within a collaborative leadership framework. A collaborative strategy fosters team harmony by leveraging the power of the group. In this case, I would work strongly with John, Julie, Tom, and Jinsoo to help cultivate a harmonious team environment including establishing norms of behavior and communication. Through the assertion of a harmonious team spirit, I might be able to elicit an innate response from Harpreet and Darius to join in and set aside their differences.

1. Meet with Darius and Harpreet individually first, Hear them out, writing down their concerns if necessary. After digesting what they have told me, I would recommend moving onto a group meeting between just the three of us. I would serve as mediator, asking them to consider that they do not need to like each other to perform well on their team. I would then try to foster communication that transcended their individual and cultural differences.

2. Create a strong group identity. This begins with our common objectives as a workgroup. I would arrange at least one social engagement to encourage cohesion in a more relaxed environment. Thankfully, thus far no fault lines or subgroups have emerged in the group as of yet. Therefore, my primary solution to the problem would be to immediately set about creating a name and identity for the workgroup. The cultivation of a team identity through collaborative conflict resolution strategies is my main objective, based on the research presented by Thomas & Peterson (2018). To cultivate the team identity, I would also set up a virtual work environment where the team members would be able to collaborate even when they are at home. All these measures are done to promote big-picture thinking, to allow all members of the team to remember why we are there together and
what our shared goals and common interests are (Daum, n.d.).

3. Encourage task-related diversity. When it comes to specific tasks, I would make a point to assign Harpreet and Darius to different subgroups. Subgroups need to be task-related and not based on cleavages of race, gender, or ethnicity. Our group is too diverse for these types of cleavages to occur, but I would still want to focus the members’ attention on their work, which would entail separating the tasks. Based on the Horwitz & Horwitz (2007) research, task-related diversity can enhance overall team performance. If Harpreet and Darius perform some of the same tasks, then I would appoint them to different subgroups.

4. Set specific performance goals for the sub-groups and also for the workgroup as a whole. Also as part of this step, I would help develop specific individual motivations for team members to perform and bring deliverables. I would also offer clear and reasonable incentives for good individual, sub-group, and group performance.

It is unlikely that I will be able to fully resolve the conflict between Harpreet and Darius. Conflict is inevitable in the workplace, and is likely in one as diverse as ours. However, I believe that with a collaborative leadership strategy for conflict resolution, I will be able to develop the mobile software application for patient monitoring within the 30-day limit.