An In-Depth Look at Conflict Resolution

Abstract

Conflicts arise from differences in opinions especially when individuals come together in teams, their differences in terms of social standing, values, morals, political stance, religion and experiences can all be contributors to creating conflict. To avoid the negative impacts that can result from such disagreements one of the most important methods of resolving conflict is to deal with disputes quickly and openly. Conflict is not always destructive, if handled correctly conflict can prove to be beneficial to a team. A team's advantage over an individual contributor is the range of knowledge and ideas that individuals contribute to the team. A broad range of perspectives can lead to a much more productive analysis of the task at hand by investigating many possibilities from multiple perspectives.

Reasons for team conflicts

Communication issues: In any team, some members will be better communicators than others. Some individuals are confident or carefree and are able to express their ideas without fear of feeling belittled while others may never understand how to effectively express their ideas. Team communicating relies on each individual's perspective(s) being brought up to the team for discussion. Sometimes individuals are not able to put their thoughts and feelings into words where the point they're trying to make becomes obvious to some or all of the team. Good communication skills rely on good listening skills. When an individual's opinion on a topic becomes biased their listening skills and in turn their communication skills become one sided. Some examples may be; poor listening skills, poor dissemination of information between all individuals, or differences in how individuals understand or perceive the information put forth.

Biases as previously discussed may stem from personal experiences such as social issues, personal values, moral issues, religious beliefs... When team member's opinions on a topic differ based on personal beliefs/biases, the team becomes unstable and possibly counterproductive. This "conflict" may eventually may lead to a communication breakdown and separation of the group.

Individuals Responsibilities within the team: Each team member must know what areas are assigned to whom and that they accountable for each of their own assignments. Members should be assigned tasks that they feel comfortable with and feel they understand and can take ownership of. Team members need to understand what they are responsible for and what the team's expectation is for review and/or completion of each assignment. If a team member has difficulty with their individual part, the team must informed as soon as possible of the issue(s).

Personal Issues: Team members may have social or work issues which distract them from focusing on the team's tasks. Team members may have unforeseen emergencies arise that in turn may prohibit or delay them from completing their portion of the teams effort. To correct this means that their portion of the project must be re-assigned, increasing the workload on the remainder of the team.

Balance of Power: The team will function better as a working whole if all of the parts have a necessity and an equal say in how the final product will perform or reflect their individual perspective. Individually, each team member needs to feel that their opinion matters or at least is heard. Each team member needs to know that their part contributed to the project as a whole. Self confidence and equality is paramount to the team's effectiveness. Equality can only be realized when individuals feel they have a voice that which is understood as being equal to the other team members. When all team members feel that they are free to voice their opinions and that the team will consider each of them, then, the sum is greater than the individual parts.

Lost in the Crowd - doing ones part: All team members must feel empowered and motivated to toe their fair share of the line. The team's output is only greater than the sum of the products if all of the products are factors in the initial equation. When any of the team members decide to "go with the flow" instead of actively contributing to the team, the team becomes handicapped. When this happens, the team's product may become adversely one sided. The team must have all members' ideas and perspectives which can be combined and analyzed, allowing the team to excel.

"Do not go where the path may lead, go instead where there is no path and leave a trail."

Ralph Waldo Emerson

Education / Experiences: Opinions and viewpoints may vary vastly depending on the experiences and education (age) that each individual possesses. Experiences may play a significant part to the team tasks. Individuals with experiences related to the task at hand may know of methods that worked in the past. These individuals may possess the knowledge that will allow the team to excel. As well, team members may have tried and failed at similar tasks and may have insight as to what has worked or more importantly what did not work. Education and the diversity thereof may be a key element in how individuals perceive information, understand it, and what they do with it. A broad range of how, where, and when individuals attained the educations will allow many avenues of insight toward the task.

Negative conflict resolve

Open and upfront solution: This is most likely the best approach. It focuses on the team members confronting the issues head-on. It is best to look at issues objectively and to see them for what they are. Don't point fingers, use constructive criticism openly instead. Complaining to individuals and not opening the discussion to the whole team can divide the team creating sides. If done properly, the upfront approach counts on the togetherness or group techniques of problem-solving and normally leaves everyone in a state of agreement, because issues are brought out in the open and solved as a team. First thing a group needs to do is establish team expectations basically, what, when and who. When the expectations for the team members are determined and agreed upon by the team as a whole, the team has defined and established its starting point. If the agreed upon expectations are surfacing then there may be conflict within the group. This conflict will then in turn, slow the production of the group as a whole. When the team concentrates on what didn't work then the team