Conflict Resolution

Conflict Resolution

The nature of a work team makes them vulnerable to conflicts and disagreements. Because people carry the weight of personal values, experiences and beliefs into the work team, there is always the possibility that conflict will arise. That is why recognizing the signs and source of conflict will help understand the role of conflict in the work team. Here is list of signs of conflicts that the work team should be aware of:

1. Anger, irritability, sarcasm

2. Without holding of, or willingness to share information needed to do the task

3. Lack of enthusiasm

4. Avoidance of responsibility

5. Difficulty participating in group discussion or decisions

6. An unwillingness to cooperate

Conflicts are rooted in various aspects of each individual team members experience and beliefs. However; there are two sources of conflict that embodies the essence of most work team conflict.

Personality Conflicts allows key issues to be ignored or defined out of existence in daily operations. Personality conflict will always exist when people interact closely on a daily basis.

Value Conflicts is a common personal and social stressor is opposing values disputes about intangible references, priorities and opinions. Value conflicts are caused by perceived or actual incompatible belief systems, tradition, experience, faith and personality, not facts or reasons. The disputes arise only when people attempt to force one set of values on others or lay claim to exclusive value systems that don on allow for divergent beliefs.

According to Bolman and Deal (1997), conflict happens because of a variety of factors. Individual differences in goals, expectations, values, and suggestions about how to best manage a situation are unavoidable. Whenever these differences arise uncomfortable feelings regarding the business? future and conflict often increase (Walker, 1986).

Van Slyke (1999) claimed that conflict and its resolution are complicated issues because there are many factors, influencing it, and these may include the nature and magnitude of the conflict.

Recognizing the signs and sources of conflict, and using the methods to analysis conflict is essential in understanding conflict. One approach to conflict analysis and resolution is known as the 4Rs Method, according to Engleberg et al (2003). This method has four steps, each of which is summarized with a word beginning wit the letter "R".

* Reason. In this step, the causes or reasons for the conflict are explored and openly, yet respectfully, discussed.

* Reactions. In this step, team members look at their own reactions to the conflict. If those reactions are destructive, rather than constructive, individuals can self-correct, and take the necessary steps to recommit to team success.

* Results. If the conflict is not resolved, what might happen? How might the team work together to resolve the conflict in a constructive manner?

* Resolution. Which approach to conflict resolution could be used to effectively resolve the conflict? (p.154)

Recognizing and analyzing conflict is the key element in understanding conflict; which in turn, will assist in conflict resolution. Remember while struggling to understand conflict, conflict is an integral part of work teams; whether, it is constructive or destructive.

Conflict is always difficult, but it leads to growth and change, which is good. Conflict maybe viewed as constructive and destructive. Constructive conflict results when team members express disagreements in a way that value everyone's contributions and promotes team goals. Constructive conflict can lead to improved individual and group performance. Along with improved individual and group performance, constructive conflict can lead to new ideas and approached to organizational processes and it will stimulate innovation, creativity among team members.

On the other hand, destructive conflict can be devastating to the work team. Conflict becomes destructive when it escalates to the point where team members begin to feel defeated and distrustful. Team members become angry, sarcastic and tend to avoid responsibility. The quality of the team can deteriorate and decision making can be extremely difficult. At this point, the team becomes non-productive and destructive and the team's success is jeopardized. When the work team reaches this plateau, conflict should be managed before irreparable damage is done to the work team. Now is the time to use appropriate approaches and methods of managing conflict.

In approaching conflict one must take a direct approach to minimize disagreements and resolve them. First approach to conflict would be mutual understanding and respect for all parties involved. Each individual should be given the opportunity to structurally comment on his or her own view briefly. This will set the stage for a healthy conflict and allow them to attack the issue and not each other. According to Rachel Autherson "you may have excellent behavior and a strong personality but that does not make you right". Combative behavior is more of an indirect behavior and should not be displayed. Clarify expectations so that the team can set some ground rules including discussion and agreements. Individual responsibility should be defined so that no one can shift the blame to a member on the team that he or she is not particularly fund of. Sometimes they may see this as an opportunity to down play a team member performance. A positive stance to take would be to retreat from a situation that cannot be dealt with using constructive communication.

When this occurs encourage that the group postpone the issue for a more appropriate time or seek intervention consultation when the issue is too complex or heavy to handle. Create an environment full of encouragement. Encourage