In many ways competition and conflict can both be acerbated by miscalculations committed by the various parties and alleviated by collaborative actions that will bear fruits in the long-term horizon. In any case, it would be wise to see competition and conflict as both a synonym in terms of strategic interest management and as an antonym in terms of emotional display of dissatisfaction. In theory, both competition and conflict could potentially produce harmful effects to all involved parties when they are taken out of context in a given situation. Without mechanisms that will regulate and reinforce predetermined rules of engagement, it will be likely that all involved parties will lose focus and ultimately lose leverage in pursuing their respective strategic interest. It would be wise to emphasize the positive aspects of both competition and conflict which compose of calculated trust to reduce tension, volatility and unexpected behavior hence greatly reduce the hostility in all cases.
Identify the causes of conflict in organizations A. Structural Factors Structural factors include specialization, interdependence, common resources, goal differences, authority relationships, status inconsistencies, and jurisdictional ambiguities. Jurisdictional ambiguity refers to unclear lines of responsibility in an organization. Such ambiguities may increase with team and group work, when conflict arises from confusion over group responsibilities. B.
Barriers in Group Communication Often times, one experiences barriers that will confound communication. To avoid this, it is important to know and understand what these barriers are. The first of these is filtering. People generally like to avoid conflict so they might tell you what you want to hear just to please you. Doing so distorts the communication process.
These five steps allow for a constant, ongoing process of problem-solving-oriented conflict management (CONFLICT MANAGEMENT AND NEGOTIATION, 2007). Analyzing the possible intervention strategies for Seatcor the first intervention strategy that should be used is assessment. In the assessment step, the parties involved collect appropriate information regarding the problem. The parties involved, Joe Gibbons and Charles Stewart, should then choose which of the conflict-handling modes is most appropriate for the situation (CONFLICT MANAGEMENT AND NEGOTIATION, 2007). Joe and Charles next step is acknowledgement.
To save or transform a project team, it is necessary to understand and review the dysfunctional phases or negative forces that a team encounters, so that appropriate corrective actions can be taken to aid a team in becoming a high-performance one. It is also meaningful to understand other’s characteristics, which can enhance teamwork and team performance. Performance and effectiveness is achieved once the team has settled and accepted their personal differences. The focus will now be on the task, hence when everyone is working to achieve the same goal and the task can be accomplished at a better level. The following diagram depicts team performance: The 5 stages are driven by emotions and interpersonal leadership relationships.
Through the course of this essay, we will address the dynamics of team conflict, which include the nature of team conflict, who is affected by it, when does it happen, why does it happen, and how team conflict can be resolved. Conflict as perception is when a person believes that his or her own needs, interests, wants, or values are not compatible with someone else’s. Conflict as a feeling is the emotional response to the situation that signals a disagreement. The emotional responses could be anger, fear, bitterness, etc., and when these feelings are felt towards another, it makes us feel that we are in conflict. Conflict as action, is made up of the measures we take to express ourselves to have our needs met resulting in the likeliness of interfering with another person having their needs met; an act of power.
Indicated above, although upward communication is an important network among subordinates and superiors in organization, it is immature as expected and needs to refine (Yates, 1989). The considered points are: questionnaire valuable and understanding, information seeking in network, knowledge and specific view from employees, and organizational decision making and condition improvement (Bratton & Gold, 1999). Many problems existing in organizational communication must measure and refined. The major solution is communicating in two directions. Which means two-way communication (upward and downward flows of information) can be supplementing each other (Davidson & Griffin, 2003).
5. Identify two or more specific conflict-resolution strategies or theories that were agreed to in the team contract. a. Reflect on the effectiveness of the use of the conflict-resolution strategies or theories, referencing examples from the team experience, OR, if your team did not use one of the strategies or theories, provide a brief discussion on how your team could have used each strategy or theory to improve team performance. 6.
Discussion Task conflict involves differences between group members in relation to the content of the task, including differences in viewpoints and opinions about the task performance and goals. If the task conflict involves with a certain level, which is appropriate with the complexity and uncertainty of group work, it even positively influences the overall task performance (Robbins & Judge, 2007). Truly, task conflict is not always a negative factor; if it is used properly, it can be a healthy addition to a group dynamic, increasing the capabilities of the group by improving individuals’ creative thinking skills and techniques. As a consequence, the task conflict should be encouraged and proper managed, rather than discouraged or ignored by the manager or team leader as it improves the overall organizational effectiveness. In my organisation, when facing with a complex task, the branch manager usually encourages people to openly discuss divergent viewpoints, then if necessary, organise a vote to have everyones’ compromise and consensus to the final solution.
Conflict Management can be defined as ‘The process of planning to avoid conflict where possible and where conflict does happen to resolve it as quickly as possible’. Why does conflict occur? On any given project there are a substantial amount of reasons for conflict to occur, examples being: • All projects are usually made up of personnel who have been picked by the Project Manager for their varied talents or expertise in a particular field to ensure that the project is successful, however this can sometimes be a double edged sword as this very strength can backfire into conflict between the various professions who being experts in their fields would like to have the final say on the matter concerned. • The Project Leader is pivotal for the success of any given project as all the important aspects have to go through this post. The Project Manager