Conflict Management and Resolution for Teams

When a group of individuals with varying experiences, thought processes and

expectations work together as a team, conflict is inevitable. While many
people see conflict as a sign of failure, teams can potentially use conflict as
an asset. Understanding conflict dynamics and cultural approaches to conflict
management help teams to distill key points vital to a successful and
productive resolution of team conflict. John Dewey (1934, p. 207) once said,
"Conflict is the gadfly of thought. It stirs us to observation and memory. It
instigates to invention. It shocks us out of sheep like passivity, and sets us at
noting and contriving". What did he mean by this statement? The thought of
actually being stirred into observation and memory suggests something has
to occur to get someone moving. The question has always been what
motivates anyone into action? Types of Team Conflict Research has shown
that there are all sorts of conflict and each conflict varies depending on the
person conducting the research. In the book Tools for Teams, Leigh
Thompson, Eileen Aranda, and Stephen P. Robbins (2000, p. 514) suggest
there are four basic types if conflict: emotional, cognitive, constructive and
destructive. Emotional and destructive conflicts lead to an inability to resolve
issues. Cognitive and constructive conflicts are a necessary part of finding
successful solutions as a team. Emotional Conflict Emotional is "personal,
defensive, and resentful". (Thompson, Aranda, & Robbins, 2000, p. 514) and
of is based on anger, personality clashes, ego and tension. Emotional conflict
occurs when individual interests trump the interests of the team as a whole.
This type of conflict interferes with the effort of a team to resolve a problem.
Cognitive Team Conflict Cognitive conflict occurs when team members voice
different ideas and is "largely depersonalized" (Thompson, Aranda, &
Robbins, 2000, p. 515). As opposed to emotional conflict, his type of conflict
is based on arguments about the merits of ideas, plans and projects. Because
cognitive conflict is not based on personal feelings, it forces team members
to rethink problems and arrive at a collective decision. Constructive Team
Conflict Constructive conflict, as the name suggests, helps teams resolve
problems and uncover new solutions to old issues in a productive manner
(Thompson, Aranda, & Robbins, 2000, p. 515). It allows change and growth to
occur within a team environment. Destructive Team Conflict Destructive
conflict, like emotional conflict, causes dysfunction when a "lack of common
agreement leads to negativism" (Thompson, Aranda, & Robbins, 2000, p.
516). This disrupts the process of all group members. Destructive conflict in
teams diminishes the possibility of any problem resolution. Understanding
Conflict Understanding and defining conflict terminology and conflict
management is a first and important step in successful conflict management.
Since conflict is inevitable in any team or group situation, groups must
cooperate to reach a successful resolution of any issues. Since more than one
issue, and more than one type of conflict, often is involved in the conflict,

successful conflict management and resolution depends on a number of

factors. Among them, teams must understand the different responses to
conflict among team members. Consequently, there are many theories on the
topic of conflict management. While they will find no single definition of
conflict management, many theories have been produced that attempt to
explain conflict and ways to avoid or resolve conflicts. Jeffery Krivis (2006,
October, p. 6), a mediator and author, writes "In a world where relationships
matter more than ever, mediation skills matter more than ever. Companies
can locate anywhere. People can work anywhere. Clients can stay with you or
go with a competitor halfway around the globe. So whether you manage
employees or clients or both, it's critical to learn the art of bringing harmony
out of conflict". (Jeffery Krivis, October, 2006, p. 6) As stated in the beginning,
we must look at the different variables that may cause such conflict and how
to resolve them. By breaking this down into different areas and showing
exactly how the conflict can arise and how one's actions can hinder or help
the project. Online learning places individuals into arenas that have never
been experienced by the student. Here is a place where they must make their
statements count without body language, gestures or tones. A simple
meeting in a learning forum begins by introduction and quick telling of
themselves to the group and hearing each one's experience. Geographical
location plays a major part in the stages of conflict within a group. Conflict
can be a great opportunity for ones personal growth, organizational
development and advancement. This of course does not mean go looking for
conflict in every aspect of your professional life, but be able to embrace it
and see it as a positive thing when it occurs. This type of mental thinking can
only enhance the learning process. To take upon a conflict with such a mental
bridge to gap the problems can only strive for a better result throughout the
company and the workplace itself. Strategies for Working with Conflict The
article Conflict Resolution Strategies in OfficePro magazine
(August/September 2003) suggests these five strategies in working with
conflict: "Have clear job descriptions and expectations." (McNamara, 2003,
August/September, p. ) People respond better when their job description is
outlined in black and white. Admin people wear many hats in the marketplace
and have to be able to distinguish each role and strategy to take when
conflict arises. "Bring the parties involved in the conflict together to resolve
the issue." (McNamara, 2003, August/September, p. 12) Being able to
recognize conflict in a situation is always the first step to resolution. Open up
lines of communication, study body language, verbal tones and facial
expressions to learn more about the situation at hand. Just because people
can notice conflict does not always mean they will resolve this issue. People
will react all different ways and will have different responses. Suggest
meetings to clear the air or discuss the issue at hand. Take time to realize
each person involved may just want to be heard. "Put the specific issues in
writing." (McNamara, 2003, August/September, p.12) This has always been a

way to begin the resolution process when dealing with individuals who seem
they are not being heard. These steps can correct issues or even bring them
to the table during negotiations. People do sometimes want to be seen and
not heard, but this will give them that chance. It will help in the managerial
process by getting a different view on things and researching all aspects of
the conflict, before suggesting a resolution. "Create an accountability
structure." (McNamara, 2003, August/September, p. 12) This gives all those
involved direct accountability of their assignments and a timeline to carry
them out. When a conflict arises, this method can help strengthen the group
and succeed. Members will take on a better understanding of their role in the
assignment and where they fit into the puzzle. "Always value the working
relationship." (McNamara, 2003, August/September, p. 12) Here is a chance
to make sure that no one leaves the table feeling unvalued or unappreciated.
Reiterate to the group the team's goals in relation to where the project stands
as a whole. Make sure to let everyone know how important all those involved
are to the project. Conclusion In conclusion, conflict and resolution will always
be a part of the workforce. It is how we as individuals take on the challenge to
understand, listen and even participate throughout life and the workplace.
References