Conflict Resolution in Learning Teams
Wherever there is more than one person, there is an opportunity for conflict. Personalities sometimes collide. Conflict is common in groups that are composed of people that do not have the same backgrounds, goals, or even communication styles. “The use of teams represents an important change in the way we work. The theory is that through the interdependency of the parts greater productivity is achieved by the whole” (Ford. J. 2001). There are many forms of conflict and many reasons that conflicts occur. One of the biggest challenges to learning teams is communication. When someone does not know how to communicate or does not communicate for any reason, tensions build and conflicts arise.
Avoidance is a defense mechanism that many people use when faced with conflict. It is easier for a person to ignore a conflict or pretend that it does not exist rather than confronting the issue. What makes this such a challenging issue is that there could be a combination of personalities to deal with. The person with the problem may be willing to discuss it but the other parties may not be willing to listen. In the same sense, the team may be willing to discuss the issue but the person causing the conflict may not be willing to talk it over. The hope in this situation is that both the person with the problem and the team would be willing to discuss the conflict and come to a resolution. Otherwise, the problem might not ever be solved. Open communication in teams is necessary to achieve the desired results.
Imposition is another form of conflict resolution; however, this type of conflict resolution can cause more problems later on. Imposition is a strategy that causes one person from the team to “go along with” the group. There could be a number of reasons that the person feels compelled to resolve the conflict in this manner. They might have a limited amount of time to come to a reasonable solution or the person may lack the skills to add beneficial information to the group. The person with the conflict may not be present when a decision needs to be made, or the person just might not have been a part of the group long enough to have persuasive power.
When imposition is used, the conflicting teammate may feel that they are not being taken seriously. The individual may also feel as though his or her input does not carry any value within the team. Imposition can cause many problems later on. Those that are left out may not trust that he or she is valued within the group, which may cause a lack of motivation, distrust toward the other team members, and even a complete and total withdraw from the team.
Compromise is another form of conflict resolution. Compromise allows there to be two winners in the situation. Both parties are able to come to an agreement on how to resolve the conflict even though both are not getting all of what they desire. “This approach is time consuming as it involves a great deal of discussion, analysis, and in depth communication by the parties concerned. It may not be a viable in situations calling for quick decisions and immediate action” (Sridhar, 2006).
With compromise as the conflict resolution, both parties are willing to identify and discuss the problem. Both sides must be willing to work on the problem and both must be willing to negotiate to find a solution. “The process of negotiation involves listening to both sides, seeking out common areas of interest and agreement, and building on them so that the individuals can understand each other’s point of view” (Townsley, C.). This type of resolution would be ideal. It allows the conflicted person to feel valued as part of the team and allows the team to continue working as a group. When compromise is used, there is a better chance of success since all parties know that everyone is willing to work with one another. Using compromise as a solution allows there to be more confidence and more trust between team members and that alone decreases the chance of further conflicts.
The last of the conflict resolutions is integrative bargaining. This technique is very similar to the compromise style of conflict resolution. Integrative bargaining allows both sides of the conflict the best possible solution. In other words, integrative bargaining is a win-win situation where both parties are able to come to a solution where they gain more than they would by coming to a compromise. This type of solution may require more time and more effort than that involved in compromise. Integrative bargaining would be the best type of resolution to come to however, this is not always feasible in situations that do not have much time to find a resolution or in a situation that does not have much importance to the team’s success.
Conflict is not always a negative thing. When conflict is managed properly, it can benefit the group. Conflict causes the team members to have to listen to one another to come to a resolution. Conflict also causes people to listen to another’s perspective which helps them expand their own horizons. Finally, conflict “results in increased participation and more ownership of and commitment to the decisions and goals of the group or person” (Heathfield, S.). Regardless of the negativities and the benefits that come with conflict, in group situations, it will eventually occur. Finding a resolution involves willing parties and the ability to speak openly. Conflicts can be resolved without the input of all parties, but only with the team working together can there be the possibility of avoiding future problems. Strategos International states that “Resolving conflict constructively is the most critical of team skills. Without this ability, the team cannot develop the trust and bonding that allows moving from the storming stage into peak performance.
References
Ford, J. (Oct. 2001). Cross Cultural Conflict Resolution in Teams. Retrieved on Sept. 4, 2007 from http://www.mediate.com/articles/ford5.cfm
Heathfield, S. Personal Courage and Conflict Resolution at Work. Retrieved on Sept. 4, 2007 from http://humanresources.about.com/cs/conflictresolves/a/conflictcourage.htm
Strategos International. How Work Teams Cope with Conflict. Retrieved on Sept. 4, 2007 from http://www.strategosinc.com/work_team_4.htm
Townsley, C. Resolving Conflict in Work Teams. The Team Building Directory. Retrieved on Sept. 4, 2007 from http://www.innovativeteambuilding.co.uk/pages/articles/conflicts.htm
Sridhar, B. (Aug. 30, 2006). Ways to a win-win situation in conflict resolution. The Hindu. Retrieved on August 25, 2007, from http://www.thehindujobs.com/0608/2006083000030100.htm
