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Concepts of conflict management and strategies
Team and group conflict resolution strategies
Concepts of conflict management and strategies
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Identify and discuss four barriers to effective teamwork in the case study.
The four main barriers are poor communication, an unclear common objective, conflicting attitudes, priorities and values, and the lack of equal responsibility amongst the team.
Firstly, the team’s poor communication. Despite Brandon being self-oriented and disruptive by not showing up for meetings and shirking his responsibilities, the team fails to confront him regarding his commitment and his duties, probably due to groupthink, they deem that Brandon would not be up to negotiate. Instead, Suhaimi takes on Brandon’s work, as he does for any other teammates’ shortcomings, without compromising. Also, Miko being silent and withdrawn during meetings might lead to misunderstandings between her and her teammates, such as Suhaimi seemingly not trusting her. Furthermore, the team’s poor communication led to differing project focuses. Overall, having poor communication would lead to misunderstandings and hinders effective teamwork.
Secondly, an unclear common objective. Two out
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Conflicting attitudes and priorities are instances like Brandon’s lack of contribution, Ming Liang doing minimal work, Bee Lay being unable to keep up with the others due to her extensive commitments out of class, Suhaimi being overzealous with the project, and putting it upon himself to take on others’ work or flaws in their work. This might lead to problems such as Brandon and Ming Liang not giving their full efforts, thinking Suhaimi would pick up the slack, or Bee Lay failing to keep up with the project progress in the long run. Whereas differing values explains why Miko is withdrawn. Due to her culture being a high-context one, she does not wish to create a fuss with her replies and hence chooses to compromise her perspective on the situation. However, others might find Miko’s behaviour uncooperative, making it harder to work with
Interprofessional teams in health care are considered to be one of the best approaches to improve patient outcomes. Interprofessional teams provide the means to integrate patient care with input from many different professional disciplines (Rose, 2011). Nurses are an important part of the interprofessional team, since they are often the team member that is closest to the patient (Miers & Pollard, 2009). I recently participated in a team that developed a work flow for daily readmission rounds. The team was interprofessional, the hospitalist, who was an APRN led the team. There was the case manager and the primary nurse who were both RN’s. The team also consisted of a resident, pharmacist, nutritionist, physical therapist, and social worker.
What are some common threats to each of the essential conditions for successful team performance? What are the psychological factors underpinning these threats?
Team member will sometime become defensiveness, guilt, project, misreading of body language, tone and other nonverbal communication. Power struggles in the team (two chief) not enough Indians. Some team member could bias which include stereotyping. Stereotyping is the most common. Experience of individual members on the team can effect communication. Cultural different can effect team communication.
Creating and managing effective teams in today’s work environment is much different than it was just a short time ago. With each generation of American workers come new ideas, rules, and methodologies that must be considered when developing an effective team. Some of the newer ideas may have been foreign to managers even ten years ago. An example of this is that many companies today are becoming more socially responsible. A recent article in Incentive states, “Social responsibility, it seems, is the new signing bonus” (Flanagan, p4, 2006). Rarely are managers given a perfect set of employees, a perfect environment, or a team without conflict in order to develop an effective team. These issues make it more important than ever to be able to effectively manage these teams. The simulation for Luxurion was an excellent example of managing a team well, even when the team is not put together perfectly. This paper will examine what team member were chosen, why these choices were made, issues that were worked through during the simulation and the final outcome after completing the simulation.
issues separating each party. This is also one of the important aspects of effective communication
This case study involves an interactive team working for Advert marketing firm on a new ad campaign for one of the firm’s most important clients. The team of Evan, Conner, Alexis, Derek and Judy was picked by upper management based on their similar talents, personalities, and biographical features such as age and tenure at Advert. This group was tasked with creating an innovative ad campaign to promote a 60-inch plasma television. Due to Advert’s confidence in the team, they were given complete autonomy throughout the entire process of creating the campaign. During the initial discussion, the team selected an idea for the commercial and ran with it. Upon presenting the final product to their managers and the client, the ad was met with disapproval, ending the working relationship between Advert and the client.
Although there is a plethora of possible sources of conflict in any workplace, the ones in this case are rather explicit. These include personal differences, Informal deficiencies’, role incompatibility, environment stress, perceptions, and expectations. Personal differences could be related to personal values, physiognomies, family bonds or ties, and material belongings.
A group can only be called a team if the members are actively working together toward a common goal. A team must have the capability to set goals, make decisions, solve problems, and share responsibilities. For a team to be successful, trust must be earned between its members by being consistent and reliable (Temme & Katzel, 2005). When more than one person is working on a particular task, inconsistent views or opinions commonly arise. People come from different backgrounds and live through different life experiences therefore, even when working towards a common goal, they will not always see eye to eye. Major conflict that is not dealt with can devastate a team or organization (Make Conflict Work, 2008). In some situations, conflict can be more constructive than destructive. Recognizing the difference between conflict that is constructive to the team and conflict that is destructive to the team is important. Trying to prevent the conflict is not always the best way to manage conflict when working within a team setting. Understanding conflict, what causes it, and how to resolve conflict effectively, should consume full concentration.
In order for a work place to be successful and beneficial to everyone involve in the company, teams needs to be form, and each team must have a goal in mind. Employees must come together to accomplish a common goal. Teamwork will not only benefit those involve in the project but it will also have a huge impact in your business.
Intercultural barriers include ethnocentrism, stereotypes, interpretation of time or chronemics, personal space requirements or proxemics, body language or kinesics, and translation limitations. Approaches for overcoming these obstacles include learn about the other
Conflict is a basic aspect of teamwork (Levi, 2001), since the number of decisions that a team needs to make often evokes feelings of discomfort and stress. Conflict very often arises from a clash of different working style, ideas, interests, needs, and wants. Team conflicts can be due to high stress level. It has been experienced that in teamwork there can be conflicts and conflicts creates dissatisfaction among the employees. It is important that conflicts be addressed in such a way that it has adverse effect and it is very important to address the conflicts on the spot otherwise it would be difficult to handle the conflicts. (Jehn, 1995).When team member s disagree about the task themselves that how these tasks should be performed then task related conflicts occurs. It is also called task led-conflicts, it occurs when persons disagree over the understanding of tasks and their goals it is a disagreement between two team members in a group over the decisions. They have differences of opinions about a certain issue. (Stewart, Sims & Manz, 1999). Disagreement can be caused by differences in viewpoint and values, differences of opinion about tasks and differences in expectation about the impact of decisions (Levi, 2001).
There is no team that can progress when a common goal is not defined. This is obvious, but many teams fail to correctly define their goals and create a personal interpretation of each member. Another important point for success is cohesion in the work team, more cohesive groups maintain the team spirit that increases the motivation and the will to strive for quality and this increases when there is an affinity between the participants where everyone is well. Communication is precisely what connects people to reach the common goal, observing and understanding processes are a crucial part of a good job, some aspects of communication can bring problems and often cause project failures. Communication involves not only words
In today’s workplace teamwork is an essential part of success. We have more and more business that are incorporating teamwork in some type of way. They are effectively implementing ways on how to create effective teams, teamwork and team building. They are also creating a work culture that values collaboration. Teamwork, is about people working together and working towards reaching their common goal.
This model distinguishes six possible sources of conflict that may arise: incompatible goals, differentiation, interdependence, scarce resources, ambiguous rules, and communication problem (McShane and Von Glinow 332-333). Incompatible goals involves that “the goal of one person or department seem to interfere with another person’s or department’s goal” (McShane and Von Glinow 333). Differentiation is described as the “difference among people, departments, and other entities regarding their training, values, beliefs, and experiences” (McShane and Von Glinow 333). Interdependence “occurs where individuals operate interdependently except for reliance on a common source or authority” (McShane and Von Glinow 335). Scarce Resources are a source of conflict when several persons or units require the same recourse to fulfill their goals. Ambiguous Rules occur as a source of conflict because “uncertainty increases the risk that one party intends to interfere with the other party’s goals” (McShane and Von Glinow 335). Communication Problems are a source of conflict “due to the lack of opportunity, ability, or motivation to communicate effectively” (McShane and Von Glinow 333).
...g effectively. personality conflicts, poor management, and resistance to change or a lack of motivation are attitudinal barriers to communication.