Conflict Resolution

Several advantages that a team has over an individual in the

workplace include greater total resources, greater knowledge band and a greater source of ideas. However, these advantages can also bring on conflict within teams and the entire workplace. Varney (1989) reported that conflict remained the number one problem within a large company. This was after several attempts were made to train management in conflict resolutions and procedures. However, the conflict remained. The conflict possibly remains because the managers and leaders did not pay attention to the seriousness of the issue. In order to maintain an effective team, leaders and team members must know and be proactive in the conflict resolution techniques and procedures.

Types of Conflict

Differences within the team are the major reason for conflict. This stems from differences in opinion, attitude, beliefs, as well as cultural back grounds and social factors. The Conflict can be positive which is functional and supports or benefits the organization or a person’s main objectives (Reaching Out, 1997). Conflict is viewed as positive when the conflict results in increased involvement form the group, increased cohesion, and positive innovation and creativity. Conflict tends to be positive as well when it leads to better decisions, and solutions to long-term problems.

Conflict can be negative in the same tense except it is dysfunctional and hinders the teams or the person’s performance or ability to attain goals or objectives (Reaching out, 1997). Negative conflicts tend to result from the most common aspects known as relationship conflict or task conflict. Task conflict occurs when team members disagree about the tasks at hand and how they need to be performed. The other common conflict is relationship. This occurs when team members experience intrapersonal incompatibility issues. This is typically detrimental to teams as it tends to turn personal because they differ in social and communication differences and never come to a positive resolution to forego these conflicts. This is different when compared to task conflict in that task conflict can potentially be beneficial because the issue does not become personal, therefore, bringing about new ideas. Negative conflict is destructive when it leads to stress, inability to take action, and the loss of esteem or purpose (Reaching out, 1997). Conflict is viewed as negative when it results in unresolved anger within the team, personality clashes, low self confidence and problems of efficiency within the team leading to low productivity.

Keeping these differences in mind, leaders must understand its impact on individuals and the team as a whole.