Research Study- Factors Affecting Team Conflict and Performance in an Organization

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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. With respect to these clashes, the literature describes two levels of conflict: relationship and task. Relationship related conflicts are based on relationship with team members, when team members have interpersonal in compatibility (Stewart, Sims, & Manz, 1999) relationship conflicts are more difficult to address and identify because they are less explicit. There are wide range of factors from which relationship conflicts can derive. These factors are: lack of communication, poor facilitation, competition over limited resources, intolerance of criticism, uncertainty over responsibilities, lack of team clear team norms, different life style and attitudes (Levi, 2001). A shared goal has a major impact on the success of a team. For such a common goal or vision to be understood and sustained, interdependence and mutual understanding must be developed. For this to happen, there must be support of the team must be present. Trust must be present and must be recognized (Loo & Loewen, 2003). When team member s disagree about the task themselves that how these tasks should be performed then task related conflicts occurs (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). It has been experienced that in teamwork there can be conflicts and conflicts creates dissatisfaction among the employees. It is important that conflic... ... middle of paper ... ...ied Psychology, 85, 102–111. • Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44, 350–383. • Rodwell, J. J., Kienzle, R., & Shadur, M. A. (1999). The relationship among work-related perceptions, employee attitudes, and employee performance: The integral role of communications. Human Resource Management:Employee Communications , 37 (3-4), 277-293. Retrieved on 12 Dec, 2009 from http://www3.interscience.wiley.com/journal/30002365/abstract • Loo, Robert & Loewen, Pamela (2003). The Topology of Self-Managed Teams Based Upon Team Climate: Examining Stability and Change in Typologies. Team Performance Management: An International Journal, 9(3/4) 59-68. Liang, T.-P., & Liu, C.-C. (2007). Effect of team diversity on software project performance. Industrial Management & Data , 107 (5), 636-653.
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