Conflict Resolutions Strategies

CONFLICT RESOLUTIONS

Conflict Resolution Strategies for Team Dynamics

Eric Myers

University of Phoenix

Gen/300 Skills for Professional Development

Lisa Valdez

September 10, 2007

Conflict Resolutions Strategies for Team Dynamics

This paper describes the benefits and challenges of working in teams, as it relates to conflict resolution strategies. Additionally, the paper will show how teams can enhance their performance and realize more benefit.

First, understand that teams consist of personnel with varied backgrounds, experience, education, and intellectual ability. These differences will lend themselves to varying perceptions in business, its problems and solutions, which result in conflicts within the team. Conflict has more to do with personal styles than the actual problem. Team leaders bring together certain people who possess the necessary aptitude to solve a particular problem but do not take in consideration the problem-solving styles, or cognitive styles, of the individuals involved. (Falcioni, 2007)

When management selects individuals for a team, the emphasis should be placed on what each member brings to the team. An example, if a member displays talent in a given area, but has the attitude of “Get out of the way, or get run over,” the team should be balanced with an individual who is less aggressive. He or she should possess a control factor, which will not allow the value of a “team” to diminish. This will bring cohesion between the members and not highlight just one individual. If the aggressive individual continues without a balancing factor, the team will lose the benefits of what other members have to offer. It would be nice if individuals who have different views could put aside their differences and work together peacefully. This may not happen.

A team goes through a stage known as an evolutionary stage. Stage 1 is testing. This is the stage where everyone is getting an idea of whom everyone is. Step 2 is infighting. This step comes after everyone has become familiar with each other. Viewpoints are aggressively advanced. Step 3 is organization. At this point, members realize that in order to succeed, they need to forge strategic and key operational goals; clarify individual roles and accountability; agree upon protocols, or rules of engagement, by which individuals and the team as a whole will conduct themselves; and reach an understanding regarding the communication styles to be used among and between members. Step 4 is the high performance stage that consists of eight attributes. The first four consist of goals that are clear to members, the team has the appropriate members, roles and responsibilities are clear and team members are committed. Followed by decision making and team leadership are accepted by all, team members feel accountable for what is achieved, team members are comfortable dealing with conflict and the team periodically self-assesses its progress as a group, focusing on how it functions as a cohesive entity. (Guttman, 2005)

Choosing the right members is of the utmost importance because the individuals will keep each other in check. Good leadership in those choosing the right members is only the beginning. Teamwork cannot be demanded. Everyone involved must discuss and understand what the goal consist of and what is required of them. Teams should have traits such as goals and objectives, empowerment, trust, authentic participation, innovation, creativity, risk taking and leadership. (Temme & Katzel, 1995)

While finding a good balance, conflicts will most certainly arise. Conflict resolution strategies must be used in order for the team to be effective and meet the goals and objective of their assignment.

These conflicts may be more evident in certain types of teams more so than in others. Conflict is common when working in teams. Having team meetings is important in order to lay out potential problems and disagreements and prepare to support the team’s final decision. (Weinstein, 2007)

In resolving conflict, ask, “How do we keep this from happening again?” The first thing is to be objective. This helps in managing conflict by keeping team members focused on the problem at hand (Huber, 2007)

In the following section, notice the several types of teams to be discussed. Regardless of the type team, conflicts are inevitable and therefore, resolutions must remain productive. Different team types are used in business today. The main teams are the Cross-functional teams, Self-managed teams, Task Force and Process Improvement teams.

Each type team is made up of individuals with differences of opinion and perspective. These differences are contributing factors to conflict. No team is immune from conflict.

However, a self-managed team may resolve conflicts within the team itself, with limited or no management involvement. These individuals may have the same conflicts as other teams but because of the autonomous nature of a self-managed team, the team members resolve conflicts.

Below are ideas or strategies used in conflict resolution, which may be successful on any level, whether relating to a one on one relationship, or a team. Understanding what causes conflict within teams is important. If the cause of conflict is understood, team members can implement procedures or guidelines to lessen the impact of these causes.

Some of the problems are the, scarcity of resources, differences of values, attitudes and perceptions, which include poor communications, inadequate organizational structure for teamwork, and unclear goals and responsibilities.

Having too many assistants for one worker is not wise. The order in which to prioritize the work can cause arguments. The solution is to appoint one manager