Conflict And Resolutions

Conflict Resolution Strategies

December 18, 2006

Workshop 3

Team Dynamics

Abstract

Webster online defines a team as a "number of persons associated together in work or activity or a group on one side" (http://webster.com/dictionary/team). As with any relationship conflict is inevitable, therefore it cannot be avoided. In a team setting there is no difference and conflicts will arise. Differences may occur over leadership, different work ethics, and lack of communication, time constraints and other team members' schedules. This paper will discuss conflict resolution strategies such as avoidance, accommodation, compromise, competition and collaboration. When applied correctly these strategies will allow a team to work through any conflicts by openly discussing their team objectives, face their issues and conflicts and then move on to successfully work through their conflicts. As previously mentioned conflict is an inevitable team aspect of any team development, however conflict reaps its benefits when handled correctly and efficiently.

Conflict Resolution Strategies

Working in teams has it benefits as well as challenges. As a team member you are exposed to many different ideas and ways of thinking and working. Team work helps the individuals involved enhance their communication, interpersonal and most importantly one's problem solving skills.

Strategies

Avoiding

in an avoidance or withdrawing strategy, you choose not to deal with the issues or the people involved. You retreat from the situation, hoping it either goes away or resolves itself. This strategy is suitable for situations in which the issues are trivial or of only minor importance to you, when emotions are high, you feel you have no chance of satisfying your concerns, or when others could resolve the conflict more effectively (DeJanasz, Dowd and Schneider, 2001).

Accommodating (smoothing)

when you use an accommodation strategy to resolve a conflict, you are more concerned with maintaining the relationship than in accomplishing a specific goal through the interaction. This strategy is appropriate when the issue is not that important to you or when harmony is of greater importance to you than "winning" on the issue (DeJanasz et al., 2001).

Compromising

when you compromise or "split the difference" in a conflict, you agree to give up part of your goal and part of the relationship in order to reach an agreement. This strategy is effective for achieving temporary solutions, when both parties are at a comparable level, when there are time pressures, or as a backup when collaboration or competing is neither possible nor successful. This strategy is the political equivalent of "win some, lose some." (DeJanasz et al., 2001).

Competing (Forcing)

in a competing strategy, you work to achieve your goals at all costs, even if it means sacrificing the relationship. This is an "I win, you lose" strategy. Forcing may be appropriate when you have severe time restrictions, are in a crisis situation, need to issue an unpopular decision, or have to take an action that is vital to an organization's welfare (DeJanasz et al., 2001).

Collaborating (Integrating)

the ultimate "win-win" strategy. It involves energy, commitment, and excellent skills in communication, problem solving, and negotiation. Collaboration is appropriate when there is plenty of time, when all want a solution that satisfies all parties' objectives and maintains the relationship, and when the issue is very important to all parties involved. It is also critical when the conflicting parties are responsible for implementing the solution (DeJanasz et al., 2001).

Every team will eventually encounter each resolution conflict strategy at some point in time. With Intuit, my current employer, our conflict resolution style mirrors all of the conflict resolution strategies except avoidance. The avoidance strategy is useful if the disagreement is small and does not need to be resolved now or in the future. However, the avoidance strategy is not the best long term approach because you cannot ignore someone completely.

The Talent Acquisition Department at Intuit, conducts daily meetings to review the department's objectives. During this time the recruiting staff brainstorms on different strategies to fill the current open requisitions. Each person develops their own action item in order to meet the objective of meeting the department's headcount. Once the action item is developed the Talent Acquisition Manager approves or makes any suggestions for changes that would be a better suit for the company's