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working together in groups
working together in groups
working together in groups
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Structured conflict is a positive kind of conflict that can lead to much better group cohesion and decision making. There are two types of conflict that may occur in a group decision process. These are c-type conflict or cognitive and a-type conflict, affective conflict (McWilliams & Williams 2014). C-type conflict is disagreeing with others interpretations or opinions. Group members where c-type conflict occurs will disagree with other member’s opinions, based on their previous experiences and expertise. C-type conflict can also be explained as the willingness to analyse and compare their differences in order to produce the best possible solution. A-type conflict is a disagreement that focuses on the person or personal issues rather than the idea presented. Disagreement can become rather personal and hurtful instead of professional. ‘A-type conflict often results in hostility, anger, resentment, distrust, cynicism and apathy’ (McWilliams & Williams 2014, p.86). When comparing the two types of conflict, a-type will prevent teams from engaging and working effectively, while in c-typ...
Look up the word conflict in the dictionary and you will see several negative responses. Descriptions such as: to come into collision or disagreement; be at variance or in opposition; clash; to contend; do battle; controversy; quarrel; antagonism or opposition between interests or principles Random House (1975). With the negative reputation associated with this word, no wonder people tend to shy away when they start to enter into the area of conflict. D. Jordan (1996) suggests that there are two types of conflict: good, which is defined as cognitive conflict (C-type conflict) and, detrimental, defined as affective conflict (A-type conflict). The C-type conflict allows for creativity, to pull together a group of people with different opinions or ideas, to combine and brain storm all thoughts to develop the best solution for the problem. The A-type conflict is the negative form when you have animosity, hostility, un-resolveable differences, and egos to deal with. The list citing negative conflicts could go on forever. We will be investigating these types of conflicts, what managers can do to recognize conflict early, and what strategies they can use to resolve conflicts once they have advanced.
Conflicts arise when people’s interest, values, actions, views or expectation come into contact and there is a difference of opinion and thus a disagreement (Conerly, 2004). The way people view the conflict will determine whether the resolution will negative or positive consequences.
Conflict may be classified as Substantive, Procedural, or Affective, depending upon that to which it relates. Substantive conflict refers to disagreement related to ideas or issues, while procedural conflict relates to disagreements about tasks, processes or methods to be used in pursuit of the team's goals (Engleberg, Wynn & Schutter, 2003). Procedural conflict may be beneficial, by promoting evaluation of the best course of action, and ensuring that all points of view are considered during the decision making process (Stuart, Sims, & Manz 1999). With affective conflict however, disagreement is more emotionally charged, relating to personalities, emotions and differing communication styles, making resolution more complex (Engleberg, Wynn & Schutter, 2003).
Conflicts situation can happen at any time. There are many different ways to handle conflict situations. To strengthen our skills in responding to conflicts situation we must understand the various conflict management style. The five styles of conflict management style include: Competing, Avoiding, Accommodating, Collaborating, and Compromising. The competing style is like a shark, a competitive approach to ensure only your views counts. Avoiding is like a turtle, avoiding every situation and giving up. Accommodating is like a teddy bear, working against your own goals to move forward. Collaborating is like an owl, working together with your partner to achieve both your goals. Compromising is like a fox, negotiating half your goals in order
We learned from our text Baack (2012) That there are 4 levels of conflict Intrapersonal, or intrapsychic, conflict this is when ideas, thoughts values and emotions can conflict with one another. (p.7.3) This would be a part of Bugs Morgan’s’ issue with Al Capone and his gang running the prostitution. Baack (2012) Then there is the interpersonal conflict that takes place between two individuals, personality conflicts often result in workplace incivility. (p7.3) This is more toward two individuals not getting along. Baack (2012) Intragroup conflict is about inside the group, dealing with goals, methods of operation and leaders. (p.7.3)” “When conflicts are
Conflict is known to be some means of disagreement, or some kind of disharmony rising within a group or between persons when the beliefs or actions of any one party is offensive to another party. Conflict can take place between two individuals, in small groups and work teams, or between two or more groups (Al-Hamdan, Shukri, and Anthony 2011)which may include violence or some kind of mental pressure on either parties involved in conflicts. Usually conflicts start with some kind of disagreement and gradually gets intense and leads way to Conflict resolution.
Conflict Management can often be the toughest task for a leader to handle. It involves dealing with inter-personal and intra-personal conflict. As a team leader of a technical event called Pulse’09 at my university, I had to deal with conflicts on a regular basis. Conflicts usually arise either due to lack of effective communication, different ideologies, lack of resources or due to task interdependence [3]. It was by far my most life changing experience as it taught me the reason behind conflicts and the way to resolve them. In this paper, I will be talking about the way I dealt with conflicts and managed them, the impact they had on the team performance and what I could do to improve my leadership by contrasting my experience to the class readings.
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 to fully appreciate the subject of conflict analysis, a definition review is suggested. A “conflict situation” is defined by Kilmann and Thomas (2009) as “…those in which the concerns of two people appear to be incompatible” (p.1.) Perhaps the only additional information that needs to be added to this definition is “…the concerns of two people or groups of people…”
In several occasions, conflict occurs in the communication of one or two people. Several people have thought of conflict as cases involving pouring of furious anger in a communication process. Nonetheless, conflict is the misinterpretation of an individual’s words or values (Huan & YAzdanifard, 2012). Conflict can also be due to limited resources in an organization (Riaz & Junaid, 2010). Conflict may as well arise due to poor communication or the use of inappropriate communication channel of transmission of information between the involved parties. Management of conflict has various conflict management styles that include avoidance style, forcing style, passive-aggressive style, accommodating style, collaborating style and compromising style. Workplace conflict comes in two different kinds: task involving conflict, which focuses on the approaches used in resolving the problem and blaming conflict that has the aspects of blame and never brings element of resolving problems between the conflicting parties. In the perception of several individuals, relationship conflict is negative.
If managed poorly, conflict can be destructive to the team. Theorists have labeled this type of conflict as “A-Type Conflict or affective conflict” (Amason, Hochwarter, Thompson & Harrison 1995, p. 24). “A-Type Conflict” is the result of a team member’s personal feeling about another team member rather than an issue and has a negative effect on the team. It generally hurts team member morale as it divides the team into smaller groups of people. Attention is taken away from pertinent team activities while dealing with the conflict.
Conflict as defined by Merriam-Webster Online Dictionary is a competitive or opposing action of incompatibles: antagonistic state or action (as of divergent ideas, interest, or persons), Mental struggle resulting from incompatible or opposing needs, drives, wishes, or external or internal demands. Simply put conflict is the disagreement and disharmony that occurs in groups when differences are expressed regarding ideas, methods, and/ or members (Engleberg, Wynn, and Schuttler, 2003). Conflict among teams or groups develops in many ways. In developing an effective team, members will generally experience the five stages of evolution: Forming, Storming, Norming, Performing, and Adjourning. The storming and norming stages deal with the process of conflict (storming) and resolution (norming). During the storming stage, exact conflict has not yet been identified and therefore chaos, disorganization, and disputes are apparent. The Norming stage is where conflict is identified and dealt with and resolutio...
Interpersonal conflict is very common with many relationships. It occurs when two people can not meet in the middle or agree on a discussion. Cooperation is key to maintaining a healthy debate. More frequently; when dealing with members of your own family, issues arise that include conflict and resolution. During this process our true conflict management style appears “out of thin air”. (Steve A. Beebe, 2008, p. 191).
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).
According to McShane and Von Glinow, conflict is “a process in which one party perceives that his or her interests are being opposed or negatively affected by another party” (328). The Conflict Process Model begins with the different sources of conflict; these sources lead one or more parties to perceive that a conflict exists. These perceptions interact with emotions and manifest themselves in the behavior towards other parties. The arrows in the figure illustrate the series of conflict episodes that cycle into conflict escalation (McShane and Von Glinow 331-332).