Resumo de Manging Conflict In Work Teams

Managing Conflict in Work Teams

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Abstract

The role of conflict in work teams is determined by the manner in which it
is managed. Conflict is a driving force of change that can result in
improved decision-making processes and progressive Team development.
However, teams must learn to be confrontational without destroying the team
process. Teams are able to handle conflict and perform at a high level by
following a framework of communication needed for managing conflict
constructively. Teams capable of mediating their own conflicts, improve
both productivity and member relationships.

Managing Conflict in Work Teams

Teams are typically made up of a diverse group of individuals; each member
possessing different capabilities and skills. This element is what makes
the use of teams so advantageous; however, diversity can also create
conflict. Therefore, it is important for teams to understand the dynamics
of conflict and to regulate its natural flow. The following discussion
presents several conflict resolution methods and skills for managing team
conflict, while generating team growth, development, and an increased
quality of decision-making (Rayeski & Bryant, 1994).

Contrary to the common belief that conflict is limited to a disruptive
effect, a number of researchers acknowledge the substantial benefits of
conflict to team processes (for example, McDaniel, Littlejohn, & Domenici,
1998; Sessa, 1996). Conflict is a driving force of change (McDaniel et al.,
1998). When managed correctly, conflict produces the following results: new
ideas for changing organizational processes, solving of continuous
problems, a chance for workers to expand their capabilities, and the
introduction of creativity into thoughts about organizational problems
(Bowditch & Buono, 1997).

Unfortunately, these positive outcomes are frequently unattainable due to
uneducated, reactionary efforts to eliminate the source of conflict (Sessa,
1996). The consequences of poorly handled team conflict such as this are a
lowering of team energy, disruption of healthy relationships, and the
prevention of job accomplishment. Additionally, there is an avoidance of
the disputed subject and the creation of an environment of fear (Rayeski &
Bryant, 1994). Too often, conflict is smoothed over by a team leader and is
not resolved; the end result is a building up of resentment between team
members that deteriorates the team?s performance level (Wisinski, 1995).

The key issue in dealing with team conflict is for the team to realize that
the focus is not on conflict itself, but how it is managed. The idea behind
managing conflict is not to reduce conflict, but to handle it in a
constructive manner (Rayeski & Bryant, 1994). Teams must learn to be
confrontational without destroying the team process. Research indicates
that high performing teams are capable of mediating their own conflicts
while improving productivity and strengthening relationships (McDaniel et
al., 1998).

Before the rise in the use of teams, classic literature (Coser, 1956)
studying group behavior acknowledged the importance of conflict in groups.
Coser (1956) states that both positive and negative factors contribute to
the formation of a group. A group that is devoid of conflict is a group
without process or structure. The life of a work group is dependent on this
need for conflict for the group to thrive and prosper, just as much as the
group relies on the need for cooperation (Coser, 1956). Current team
research (for example, McDaniel et al., 1998; Rayeski & Bryant, 1994)
extends this outlook toward the positive aspects of conflict and proposes
various methods by which teams may cultivate positive outcomes.

Team Conflict Resolution Methods

Team Mediation Process
McDaniel et al. (1998) offer a step by step mediation process for teams
dealing with conflict. This mediation process provides the work team with
skills and structure for mediating their own disputes. Using a simple
process framework for applying communication skills to a situation, team
members are able to manage conflict in a way that maintains and strengthens
the team environment. Each member must learn and commit themselves to a
consistent process for communicating and resolving conflicts with others.
The anticipated outcomes of this process are higher team performance
levels, less stress, and a more positive work environment (McDaniel et al.,
1998).

There are four requirements for effective implementation of this team
mediation process (McDaniel et al., 1998):

1. The first requirement is for each team member to be able to learn the
appropriate communication skills and the overall mediation process. If
a few team members do not make the effort to learn the skills
necessary for accepted communication, then the process is incapable of
working effectively. These communication skills include learning to
confront others, listening to other?s concerns, acknowledging opposing
perspectives, responding appropriately, and committing to a plan of
agreed action.

2. The next requirement is the individual certification of competency for
each member?s use of the mediation skills and understanding of the
process. Competency ratings are used in other areas of skill, such as
technical competencies, and are appropriate measures of interpersonal
conflict skill usage.

3. The third requirement for effective mediation implementation is an
environment in which the team is empowered to solve their own
conflicts. The team must have the authority to create and establish
its system of mediation. For example, the team begins to establish the
system by brainstorming over the ideas of conflict, the negative
results, and the positive outcomes for the team. Within this process,
the team defines agreed upon team values, expectations, and
procedures. This process is referred to as setting the "path" or
boundaries of acceptable behavior for the team. It is very important
for the team as a whole to enforce these behavioral boundaries when
they are crossed; the process is ineffective when an outside party is
expected to supply such reinforcement.

4. The fourth requirement ensures that once these first three
requirements are met, team members are expected to recognize and
resolve conflicts collectively. Team self-reliance for conflict
resolution ranges from situations involving only two members, to
complex situations, involving disagreement among all team members. The
proposed mediation process provides the team with the ability to
handle conflict at both extremes.

If a team meets the four prerequisites of this mediation process, the next
step is for all team members to participate in skill development training.
Within the training, team members learn how to coach one another through
the mediation process. They also practice applying communication skills to
increasingly difficult conflict scenarios. The training methods taken from
the skills training are centered around the conclusion that conflict can be
addressed through a three step cycle of concern, vision, and action
(McDaniel et al., 1998):

* The first step teaches the responsibility of both parties
participating in a dispute to understand the other person?s concerns.
This requires the underst

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