Team Conflict Resolution the Objective

Team Conflict Resolution

The objective of this work is to examine team conflict resolution and to explain precisely what can be achieved through use of team conflict resolution in the organization.

Team conflict resolution is a vital aspect of the manager's responsibility in the organization. Team conflict can be healthy and increase the effectiveness of the team if managed properly. The work of Gillin (2004) entitled: "Conflict Resolution, Negotiation & Team Building: Reviewing an Impossible Course that Worked" states that human life "is characterized by social relations. As social beings, we construct, maintain and change the social worlds within which we live - in part through negotiation, cooperation and conflict resolution. Conflicts are a normal part of our social relation and world construction." (Gillin, 2004)

MANAGING TEAM CONFLICT RESOLUTION

The work of Kerr (2005) entitled "Work Team Conflict Resolution" states: "... As organizations continue to restructure to work teams, the need for training in conflict resolution will grow. Conflict arises from differences. When individuals come together in teams, their differences in terms of power, values, and attitudes contribute to the creation of conflict." If the organization is to avoid the negative outcomes that are the result of disagreement among work teams these conflicts and disputes must be dealt with "quickly and openly." (Kerr, 2005) the work of Barbara Bulleit (nd) entitled "Effectively Managing Team Conflict" states that team conflict occurs due to: (1) poor or no communication; (2) lack of problem-solving skills; (3) lack of clarity in purpose, goals, objectives, team and individual roles; (4) lack of resources; (5) poor time management; (6) lack of leadership and management; (7) team members bored and unchallenged; (8) personality conflicts; (9) personal problems; and (10) turnover. In order to address team conflict Bulleit states that the manager should take the steps as follows:

1) Define the problem;

2) Gather data;

3) Analyze data

4) Choose the best solution;

5) Implement the solution and continue to refine it. (Bulleit, nd)

II. TEAMS HAVE ADVANTAGE OVER the INDIVIDUAL

Townsley (2006) writes that a team has an advantage over an individual in that a team has a "diversity of resources, knowledge and ideas." Diversity however, increases the opportunity for conflict because "conflict arises from differences." (Townsley, 2006) These differences are stated to be "in terms of power, values and attitudes and social factors." (Townsley, 2006) Conflict is stated by Townsley to arise from three set of factors:

1) Communication factors;

2) Structural factors and 3) Personal factors. (2006)

There are five approaches for managing team conflict stated by Townsley, which include the following:

1) Direct Approach - the leader confronts the issue directly through problem-solving and constructive criticism;

2) Bargaining - This is used when both sides to the issue have a solution and are unable to find a compromise.

3) Enforcement of Teams Rules - This is not a technique that is desirable but is to be used when team members refuse to be team players;

5) Retreat - This allows individuals a cooling off period and is effective when there is not a real problem but only the perception of one.

6) De-emphasis - This is a type of bargaining that emphasizes the areas of agreement. (Townsley, 2006)

Teams require some conflict in order to effectively operate and cooperative conflict has the potential to "contribute to effective problem solving and decision making by motivating people to examine a problem." (Townsley, 2006) the work of Stulberg (1987) states that there are common patterns to all conflict which he calls the Five-P's of Conflict Management as follows:

1) Perceptions;

2) Problems;

3) Processes;

4) Principles; and 5) Practices. (Stulberg, 1987)

Perceptions involve individual associated conflict with negative responses including anger, tension, anxiety and even fear. Problems relate to the time, money and equipment needed in resolving the conflict. Processes of solving a conflict may vary and may include suppression of the conflict, fighting the conflict, litigation or mediation of the conflict. Principles refer to how priorities are determined and Practices refers to "power, self-interest, and unique situations...relating to why people resolve disputes the way they do." (Stuhlberg, 1987) Conflict may be addressed through: