Conflict resolution and team development in organizational settings

Group Conflict

A thorough and systematic approach to conflict resolution coupled with a through understanding of team building will reduce conflict in the organizational team setting.

As the world of business becomes more of a technologically advanced and global company spectrum, the team approach has been used and has become a vital part of overall profitability and quality control in various aspects of the business community. This research paper therefore aims to discuss the process of managing relationship conflict and the effectiveness of organizational teams. Since Volvo made the team concept famous, many organizations have naturally migrated to that particular business model and new concepts such as just-in-time inventory has taken the team concept even further. Now whole manufacturing processes have become team members. Teams have been found to be far more productive in some settings and therefore the concept has thrived.

However, in the same light, the majority of violence or misunderstanding in the workplace begins with some sort of perceived or interpreted conflict. "The death toll this past week was nine, all unsuspecting victims gunned down as they began another day on the job, by yet another cast of well-armed men gone mad in the workplace. A Xerox warehouse in Honolulu. A shipyard in Seattle. A brokerage firm in Atlanta. An air-conditioning supply company in Pelham, Ala. A medical center in Anaheim, Calif. On the grim list goes one shooting rampage after another, most with haunting similarities, all planting deep new fear along assembly lines and in office cubicles and boardrooms." (Sanchez, 1999)

Thus, with this regular mixed message in regard to managing the relationships and effectiveness of organizational teams, managing conflict as well as the idea of conflict resolution must be considered a vital part of corporate and strategic management processes. "Conflicts are inevitable, and often act as a mirror of our own lives and attitudes. Using the appropriate tool to address an issue helps us keep differences from escalating into problems." (Robin) the main objective of this work is to present some ways that developing groups can be used to reduce or even eliminate conflict scenarios. In addition, the report also aims to present methodologies for managing conflict.

Methodology

The key to organizational team management usually begins with the idea of team development. "There are five stages in the idea of team development and these are: forming, storming, norming, performing and adjourning." (GMU) Ironically, the team can only be considered as productive once they reach stage 4 as will be demonstrated. In stage 1, a team has been formed but they are in an infancy stage where the group's leader may be constantly sought after for guidance. "When people work together in teams their social interaction is concerned with task-related issues as well as with relationship issues." (De Dreu & Van Vianen) in other words, the group may be considered to be more or less feeling out a situation while simultaneously looking for safety and individual self preservation. In the first stage therefore, teams are attempting to get acquainted with the task at hand as well as the other team members. In order to move on to the next stage, each of the team's members must basically give up or release insecurities associated with this first stage.

During the second stage of team building, competition and conflict take over. At this junction, it is crucial for the team members and the leader to allow for the individuals of the team to take in the new personalities and to demonstrate some flexibility so as to allow for the team members to make internal attitude adjustments. One of the more difficult aspects of this stage would be the needed patience. Basically, when conflict occurs, a team must work with understanding as questions arise about who is responsible for specific tasks, which person is in charge in various settings, what the rules should be and how the team members are to be rewarded or disciplined. This particular stage rarely is good for problem solving because of the normal undercurrent of tension.

Throughout the third stage of team building to reduce conflict, teams begin to come together to form the early stages of team or group dynamics. This bonding goes a long way to helping teamwork because attitudes and preconceived ideas are released and the team begins to think as one unit as opposed to many individuals. Some cliques that may have formed in the initial stages begin to dissolve and the team members come to rely on each other as well as beginning to open up to each other. At this point, the notion of exchanging problem data works well because the group learns to find solution for almost any new problem and the team also raises the level of creativity as each person appreciates being in a group.

The fourth stage entails evolution as individual members, although still a part of the team, show their individual talents. However, there may be an underlying doubt that each individual may have to face internally because of a need not to hurt the group. This phase of group dynamics may not be reached by all groups and this stage may be the most promising in regard to team work and production. The key to reaching this phase is an underlying group dynamic or sound team leadership. When working on all cylinders, teams in a stage four setting are to a point where interdependence is minimal and team members find that they can work independently to benefit the team.

The final stage of team building is the need for closure and an ability to dissolve the team. The team leader should have a detailed and clearly planned conclusion to whatever task was accomplished. The team leader must be responsible for not causing group apprehension as a dismissal imitates. "Relationship conflicts concern insights and information that are unrelated to the task, involve negative emotions and threaten one's personal identity and feelings of self-worth." (De Dreu & Van Vianen)

Results

How important is it that the above team building methods are understood by management and team members alike? "Homicide is the second-leading cause of workplace death in the nation, but it's at its lowest point in seven years, according to the U.S. Bureau of Labor Statistics. In 1998, 709 people were slain on the job, down from 860 the previous year. Most of the killings occurred during store robberies. A closer look at the government statistics shows that the number of deadly assaults in the workplace by enraged co-workers, customers or clients is a much lower and fairly stable figure." (Sanchez)

Having to endure conflicts in the workplace can spiral out of control causing a range of consequences. Statistics show that anguish over one's predicament invariably leads to adverse group dynmaics.

700,000 -- the average jury award in wrongful termination.

80,000 -- the number of discrimination charges filed annually with the Equal Opportunity Commission.

38,000 -- the average claim paid on a sexual harassment case.

15,500 -- the number of sexual harassment cases filed annually.

In 70% of jury trials, employees win.

In 55% of claims, damages are awarded.

6.4 million, is the average amount of punitive damages awarded in racial discrimination cases.

2.7 million, is the average amount of punitive damages awarded in employment cases.

Summary

Technology, global demand and consumerism have all contributed to the need for the majority of both private and public organizations in their quest to grow. Employees are expected to increase productivity but with fewer of their peers from a few years ago to assist them. These developments and expectations of constant change disrupt work environments and therefore cause deep conflicts. One outlet for many is to strike out as opposed to try for stress and conflict relief. Ever since Volvo made the team concept famous the world of manufacturing retail and more have all initiated, many organizations have naturally migrated to that particular business model and new concepts such as just-in-time inventory has taken the team concept even further. Now whole manufacturing processes have become team members. Teams have been found to be far more productive in some settings and therefore the concept has thrived. but, team members are usually expected to increase productivity but with fewer of their peers. In other words, globalization, reduced staffing polices and other phenomenon have all created new expectations on less workers with higher expectations.