Team Dynamics and Conflict Resolutions in Work Teams

Running Head: Team Dynamics and Conflict Resolutions in Work Teams

Team Dynamics and Conflict Resolutions

in Work Teams

By Laura Gilfillan, Robyn Hatch, and Jorge Rodriguez

The workplace; a place were many people coexist for at least eight hours a day, usually for five days a week. The workplace can be a fun environment, a hellish pit or somewhere in the middle of the two. Naturally, if every coworker likes, or even loves his or her job, it makes for a comfortable environment for everyone to work in. Liking or even loving one's job however does not make or break whether one's workplace is a constructive environment. Team dynamics and conflict resolution are the two parts that make up the sum of a productive, practical and profitable workplace.

Team dynamics is defined by Merriam-Webster as a number of individuals who work together to achieve a common goal that causes change or growth. This concept saturates the workplace. It is also the unseen forces that operate a team with different diverse people. These people can strongly influence how a team reacts, behaves, and performs. They can bring about team behavior through different personality styles, team roles, and different processes and procedures. Employers know this and so they often refer to their employees as team members and their supervisors as team leaders. This then gives a general structure to the teams. Some companies spend large amount of money on team building activities. These activities can range anywhere between social events to individual training and development. Businesses often take work holidays to work on team building rather than selling their product. Instead of team members being in the office making the company money, the company will offer a team building outing wherein the team members will spend company time parasailing. Employers will often reward outstanding team members with company outings and dinners. These are all types of activities that the employers use as recognition to maintain a positive work environment.

In the 21st century, our work environment is not based solely on individual productivity but rather, is more focused on team outcomes and the effort put forth by the team. Shareholders have finally realized that there are large advantages in team building. Teams are composed of diverse individuals with varying opinions, values, personalities, expectations, and life experiences; each bringing something different and valuable to the team and its overall productivity. Teams can exponentially increase company productivity because teams with a shared goal can accomplish more than individuals with assigned tasks.

In order for team building to take place there are four stages that it must go through. These stages are forming, storming, norming, and performance which was first proposed by Bruce Tuckman in 1965. These four phases are necessary and unavoidable for team growth, problem solving, and delivering results. This model is used throughout the workplace in management theory and to describe behavior in existing teams. It has also been used a lot in reality T.V. shows such as Big Brother..

Teams by definition share a common goal. Some people look at team as only a four letter word that either gets overused or underused. Others see it as a way to build human relationships with fellow employees and management. For some teams, the goal maybe winning the World Cup, for others it is employing a new market strategy to increase revenues. No matter the goal, the team must identify the task, work together using individual talents, and develop a strategy to attain a solution to the problem at hand. They must also get to know other members socially, and develop trust with each other. A good team communicates effectively, thinks creatively, and maximizes their relationships within the team.

Not every team uses the above three components that form an effective team. Because the team members are merely human, there are flaws. Some members do not compromise well and communication breaks down. Others are narrow-minded and often refuse to allow other team members to aid in their thinking strategy. Still others do not reach out to available resources and utilize potentially beneficial relationships. Team members often have conflicting personalities or opinions and are sometimes afraid to voice their differences in an effort to not offend others. What the team needs to realize as whole is that the differing opinions and variety of people are actually the team's best attributes.

Another vital component of a strong team is the team's ability to demonstrate accountability. Each member of the team must be able to admit when they are wrong, take feedback from other team members and their superiors and use it constructively. To not do so would be a fatal flaw. To get someone to take criticism constructively and not get offended is some what of a task on its own. Once members of a team can look past the criticism they can start to improve on the team and maximize performance. To become offended when negative feedback is given can also prove fatal. The team must be able to learn from their