Of The Results Of Positive Conflict example essay topic

'There is immutable conflict at work in life and in business, a constant battle between peace and chaos. Neither can be mastered, but both can be influenced. How you go about it is the key to success' (Phillip Night 20th century businessman) A team, theoretically, should work like a well-oiled machine. Like a state of the art machine most enlightened people should be able to function peacefully for the stated purpose of getting the job done. However, oil can be forgotten, a scheduled maintenance item missed, and the machine slows or stops altogether. The same happens in a team.

If one person is upset with another person, something gets lost or undone; progress and productivity will slow or disintegrate to nothing creating chaos or conflict. Resolving this conflict is paramount, and should take into consideration the ideas and philosophies of the members of the team, thereby moving forward with the common goal of peace... Resolution occurs when sources are identified, choices in how we respond are made, and by instituting and recognizing preventative measures. When dealing with conflict it is important to have a global understanding of the sources of conflict. These sources include perceptions, miscommunication, and irrational beliefs. In our daily lives we often formulate perceptions based on how someone is dressed, does their hair, the car they drive or the street upon which they live.

These assumed perceptions range from their socioeconomic position to how they may or may not perform in job or on a team. These perceptions are dangerous to act upon, as each person is an individual despite their outward projections. We all know the age-old adage about assumptions as well as "don't judge a book by its cover". Often people DO perform despite their situations or outward appearances. It is equally dangerous to formulate perceptions based on cultural perspectives. It is true that certain cultures do have some universal truths in general.

However, these do not always apply to individuals, and the degree to which these cultural influences are present will vary widely from person to person. Variance will also occur due to where one was raised. For instance someone from another country that was raised in the United States will most likely have a more western methodology than if they were raised in their own country. Again, "don't judge a book by its cover". Allow team members to show themselves over time and take the time to get know the members of your team. Miscommunication can be de-motivating and debilitating to a team.

Miscommunication will often result in decreased productivity and missed deadlines. When you are communicating tasks, goals, expectations etc to your teammates, be concise and clear, over communicate. You may know what you want and understand what you are saying, but others may not hear it the same way. As a communicator always leave room for questions and be prepared to have to explain something a couple of different ways and multiple times.

As a listener, never fear asking questions. If you do not understand the answer, keep asking questions until all parties are on the same page and make sure that every one is on the same page. Irrational beliefs can quickly turn a small conflict into a large one. Some commonly held beliefs are: conflict is bad and is to be avoided, "them vs. us", there is a perfect solution, and one must approve of the solution in order to accept it. All of these beliefs stem from one sidedness and inflexibility. They are ultimately selfish and do not serve a team environment.

In work teams, everything is about a common goal or project. Nothing is personal. Suspending ones self defense mechanisms, unless personally attacked, is necessary in a team environment in order to focus on the goal that ultimately will benefit all parties. Personal attacks should, theoretically never occur, if one looks at whether they are about to respond based on an irrational belief or there is truly some issue that needs to be address calmly and by the team as whole from a solutions oriented perspective, not from a "them vs. us" perspective.

Many people ask them selves whether conflict is normal. People historically had utilized two kinds of response to conflict: fight or flight. Humans react to threats with a general response of the sympathetic nervous system, which sends messages to the adrenal glands activating the release of adrenaline. This chemical reaction increases the pulse, heart rate, muscle tension and blood pressure preparing for flight or fight.

This is the primitive reaction invoked in response to confrontation or danger. At this point, a decision is made to flee the scene or become combative. Based on the 1920's Traditional View of conflict, the most common reaction of individual's in a work group would be to withdraw and largely avoid conflict at all costs. Conflict was viewed as bad and a considered a result of ineffective performance.

In a case where a manager's performance was unproductive and prohibited the team's cohesion, one would presumably fire the manager and solve the problem. As we became more educated and experienced with group dynamics, we have developed, as an alternative, the intelligence and skills to understand that conflict is a natural, inevitable part of being human. This brought about the Human Relations View. This perspective, which spanned from the 1940's through 1970's, taught us that conflict a normal, unavoidable part of life in and out of a group scenario.

"Sometimes the conflict was functional, other times dysfunctional, but it was always, present". (DeJanasz-Dowd-Schneider, 2001, pg 243) Today's contemporary Interaction ist View holds that not only is conflict inevitable but that a certain degree of tension can be helpful in keeping a group energized and creative. (DeJanasz-Dowd-Schneider, 2001, pg 243) Conflict is seen in a positive light and enhances opportunities for change in individual relationships, family, community, group interactions and at all levels of an organization. Conflict itself is neither good nor bad; the impact depends on which way a group approaches it. Understanding that conflict will and should happen, puts a great deal of pressure on a team to address how they will deal with it right up front. Conflict can be negative and hinder any progress a team or company has made in achieving their goals.

Some of the results of negative conflict can be, but are not limited to, personal insults, low self-esteem and self-confidence, anger and hostility, and unclear goals and objectives. The quality of a group is jeopardized and can be disabled if group members are inflexible and closed minded to another's point of view. To reduce the negativity of conflict, a team needs to decide ahead of time what the specific ground rules about how conflict will be resolved are. In doing this, conflict becomes positive and can be beneficial to the team. Conflict can be positive and resolved by facing the issue in a constructive way. You can consider all sides, while valuing the other person and yourself as well.

Some of the results of positive conflict can be, but are not limited to, increased contributions, connection with team and members, innovative and creative thinking, and personal growth. Conflict is viewed as an nity for a work groups to grow and better understand each other and individual work styles... It is beyond enumeration how many different styles exist to reach conflict resolution. "One of the most preferred methods suggest that individuals are predisposed to using one of the following five conflict styles: avoidance, accommodation, competition, compromise and collaboration" Each style has its usefulness and should be used when the situation is appropriate. Many of the styles have negative sides as well.

Avoidance describes a person who is unwilling to participate and benefit the group or their own goals and motivations. Accommodation involves not expressing ones own interests and giving in to anything the group is interested in at the time. This does not contribute to the group's growth, as much of the diversity in opinion can be lost. This often creates a situation where one person makes most of the directional decisions. People who are overly competitive tend to be self interested and more motivated by personal gain. This can hinder a group if that person's motivations differ from the group's motivations.

Friendly competition can be used within a group to increase the groups overall intelligence and effectiveness. Compromise can be characterized by give and take. No one gets everything they want, but everyone gets something. This often leads to everyone being unhappy, rather than everyone being happy. Unfortunately, loss is often noticed more than gain. All the above 4 styles are useful and can be detrimental.

In every situation one needs to decide which style best suites the individual personality of your teammates. In a team environment, collaboration is the best choice. Each member striving for a cohesive group where each can listen to each other's ideas. Working diligently towards a common goal, and spend the time needed to integrate everyone's input. This is the ideal situation, and all group members need to take an active role in this approach for it to work. Once you have worked out which style you want to use to prevent conflicts, it is also important to decide in advance which style you want to use to figure out what the conflict is and which style you want to use to resolve the conflict.

The "4 R's" is a well known approach to conflict analysis 2. The four R's are: Reason - What is the conflict about? Do all the members agree on what they are in conflict about? Having a strong understanding of how the conflict started, and what each person is going through will help understand what needs to be resolved in the first place. This is a good place to figure out if the conflict is about personal issues or procedural problems. Reactions - How is everyone handling the conflict?

What style are people applying to the conflict? Start thinking about how you can bring people together using the various styles of dealing with conflict. Is someone behaving as an accommodator? Are people getting competitive? Results - What is the outcome of this conflict? Will it divert attention from the tasks at hand?

Be sure to keep your team on track and try to closely tie in the teams' goals as you resolve the conflict. If you properly create an impression of final outcome, in the team's mind, of the conflict then you are one step close to resolution. Resolution - How do we fix the problem? Who will be involved? Try to go back and use any steps described in your team charter to resolve the problem. Everyone has already agreed to these methods so they should be more open minded about using them and feel that they will be heard.

Collaboration takes a team and time to do well. Conflict resolution also takes a team to do well. Everyone has to be willing or able, to resolve the problem. The team has to be willing to stop what it is doing and resolve the problem at hand. The A-E-I-O-U model 2 is a common alternative method to conflict management and resolution. A. Assume the other members mean well. You are on a team together and have already decided to help each other get through the class.

Why wouldn't the other person want you to succeed? Their success depends upon your success. E. Express your feelings. Even you are unhappy and want things to change you should feel comfortable enough to express your feelings openly. Heartfelt candor will make everyone open to listening to your ideas.

Frank discussion will also reinforce the idea that all the members mean well. I. Identify what you would like to happen. If you cannot properly identify the process through which you want to resolve the conflict then people will find it hard to help resolve the problem. O. Outcomes you expect are made clear. Make sure you communicate openly about what you expect the outcome to be in your conflict. Do you want a certain section in an essay changed? Are you tired of getting the majority of the work piled on you? Usually determining the problem will solidify the desired outcome. U. Understanding on a mutual basis is achieved.

When everyone comes to terms with the final outcome and agrees to implement the solution. Like painting a picture, you need to know when to stop and leave it alone. Conflict resolution has a natural stopping point, which should be well respected. This time is when everyone achieves mutual understanding. In any conflict we need to first put aside our personal feelings and agree to try to make the conflict a positive conflict. This is not always so much a conscious decision, but an underlying state of mind for the group.

When you started the collaborative process, with your team charter, you all agreed to work towards a common set of predefined goals, so it should just be understood. Everyone should step forward and decide what they want and why they are in conflict. If you don't agree with someone express your disagreement and suggest an alternative. Once this is done you will have an idea about what is going to happen as a result of this conflict. Positive conflict will contribute to the group's effort and an understanding of each others ideas. Negative conflict rarely ends in anyone being happy, no matter what technique you apply.

Indeed, if it is positive conflict, then mutual understanding can be reached. In the dynamic of a learning team, it is important to remember that each member is striving towards the same goal of obtaining a degree. Since each members schedule is different, the team may change from time to time. Being flexible, suspending perceptions and judgments, will allow the team to adjust and avoid many conflicts. Make sure to encourage new team members to share their strengths and weaknesses. Also share with them the strengths and weaknesses of the team.

Any conflicts that have occurred in the past should also be reviewed to ensure that new members are on board with the resolution tactics that are being utilized. Be open to new ideas. Conflict is rarely something anyone enjoys. By applying some simple thought to conflict and conscience effort to seek resolution, conflict can be survived and new growth can be generated from it.

Bibliography

1. See Thomas, K.W., & Kil mann, K.W. (1977).
Developing a forced-choice measure of conflict-handling behavior: The MODE instrument. Educational and Psychological Measurement, 37 PP. 390-395; Hockey & Wilmot, PP. 95-136 DeJanasz-Dowd-Schneider, 2001, pg 243.