Conflict and Conflict Resolution in Teams Conflict is neither good

							Conflict and Conflict Resolution in Teams Conflict

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...is neither good nor bad ...occurs when two or more people discover that what each wants is incompatible with what the other wants Building Team Power; Thomas A. Kayser; 1994 p. 136

Types of Conflicts
• • Substantive = dispute over content Personal = emotional component • personalities and values • word choice • non-verbals Mining Group Gold; Thomas A. Kayser; 1990

Sources of Conflict in Teams
• • • • Functional Differences results from diversity of technical expertise Unclear Aims Mission and Goals Unclear Means Alignment and Integration Leadership Problems Absence of leadership Inappropriate Style Misuse of Power Individual Personalities, Attitudes, Expectations The Wisdom of Teams; Jon R. Katzenbach & Douglas K. Smith; 1994 p. 110 Diversity of Gender/Culture Mis-communication interpreted as lack of respect Win-Lose Continuing Conflict Resolution Power Imbalance One party overwhelms the other(s) Conflict Continues When parties are not... • Ready • Willing • Able ...to end it Motivations: …to END conflict - need for closure - resolution means an end to anger and stress - need to get past conflict and get processes going again …to CONTINUE conflict - energy comes from conflict and anger - “we” vs. “them” attitude can be motivation - rally support and silence opposition (Don’t you know there’s a war on?) - conflict as a strategy to pre-occupy one’s enemies

Other Sources of Conflict in Teams
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Outcomes of Conflict

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Examples of LONG running conflicts Israeli-Arab Ireland Balkans

What keeps conflicts going?
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TEAMS Conflict and Conflict Resolution in Teams
2/21/01 Steven Zwickel

Conflict and Conflict Resolution in Teams Conflicts can be Resolved
• Resolution may be Imposed, OR Reached by parties themselves • on their own • with help of a 3rd party Strategies Teams May Use Solve conflict themselves, OR Ask 3rd party for help • 3rd Party may by team leader or member

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Conflict Resolution
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Neutral 3rd Parties in Conflict Resolution A B C 0%

D

E 100%

A = Mere sounding board B = Facilitator/Mediator C = Advisor making suggestions or offering solutions D = Arbitrator/Judge who imposes solution on parties E = Enforcer renders decision and coerces parties to cooperate

Strategies for Managing Conflict
• • Avoiding leave well-enough alone retreat - hands-off approach Smoothing minimize differences encourage Groupthink denial: agree to disagree {a temporary solution} Compromising split the difference {possible when power more equal} Forcing arbitration {like court system} use threats, intimidation, and pressure to ensure compliance Collaboration get parties to resolve dispute cooperatively take advantage of synergy Work with parties to reach mutually-acceptable solution, OR... Use POWER to force a solution People React to Coercion When leader tries to impose a solution, people respond with: • Resistance • Reduction in Upward Communication • Apple-Polishing and Ingratiating Flattery {Sycophant = yes man} • Destructive Competitiveness and Rivalry • Submission and Conformity • Rebellion and Defiance • Forming Alliances and Coalitions to reduce effects of coercive management • Withdrawal and Escape Leader Effectiveness Training; Thomas Gordon; 1977 p.159-62

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Third-party Roles in Dispute Resolution
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TEAMS Conflict and Conflict Resolution in Teams
2/21/01 Steven Zwickel

Conflict and Conflict Resolution in Teams Cooperative Conflict Resolution
• • Two Phases: Differentiation Define areas of Agreement Define areas of Conflict Integration Encourage Team members to invest in solving problem Act to resolve conflict

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Guidelines for No-Lose Method of Conflict Resolution 1. Identify and Define Problem 2. Generate Alternative Solutions 3. Evaluate Alternative Solutions 4. Decision Making 5. Implementation of Solution 6. Evaluation of Solution
Leader Effectiveness Training; Thomas Gordon; 1977 p.193

TEAMS Conflict and Conflict Resolution in Teams
2/21/01 Steven Zwickel