conflict

Examples of conflict in the following topics:

• Styles of Interpersonal Conflict

  • Team conflict is a state of discord between individuals that work together.
  • Conflict is a feature common to social life.
  • Substantive conflicts deal with aspects of a team's work.
  • Other substantive conflicts involve how team members work together.
  • Explain the distinction between substantive and affective conflicts and between intra- and inter-organizational conflict

• Constructive Team Conflict

  • Teams may use conflict as a strategy for continuous improvement and learning.
  • Conflict can uncover barriers to collaboration that changes in behavior can remove.
  • Team members and others can follow a few guidelines for encouraging constructive conflict.
  • This helps people view conflict as acceptable and can thus free them to speak up.
  • Explain how conflict can be used as a strategy for improving team performance

• Team Conflict Resolution and Management

  • Some ways of dealing with conflict seek resolution; others aim to minimize negative effects on the team.
  • The way a team deals with conflicts that arise among members can influence whether and how those conflicts are resolved and, as a result, the team's subsequent performance.
  • The primary aim of conflict management is to promote the positive effects and reduce the negative effects that disputes can have on team performance without necessarily fully resolving the conflict itself.
  • Teams use one of three main tactics to manage conflict: smoothing, yielding, and avoiding.
  • Because conflict management seeks to contain such disruptions and threats to team performance, conflicts do not disappear so much as exist alongside the teamwork.

• The Impact of Interpersonal Conflict on Team Performance

  • Conflict can have damaging or productive effects on the performance of a team.
  • Conflict occurs often in teamwork, especially during the storming phase of team development.
  • While at first we might think of all conflict between team members as undesirable and harmful, the process of resolving conflicts can actually provide benefits to team performance.
  • While sometimes conflict can lead to a solution to a problem, conflicts can also create problems.
  • Analyze the way in which conflict can both help and hurt a team's performance

• Common Causes of Team Conflict

  • Team conflict is caused by factors related to individual behavior as well as disagreements about the team's work.
  • Conflict between team members comes from several sources.
  • Competing interests: Conflict can arise when people have mutually incompatible desires or needs.
  • Behavioral differences and personality clashes can cause conflict even among friends.
  • Identify the causes of conflict within an organization as a conflict manager.

• Ethical Conflicts

  • Discuss the innate contradictions that often arise in an ethical dilemma, where two or more different moral imperatives conflict

• Hazards of Teamwork

  • While conflicts are a common aspect of working together and can even be beneficial to a team, they can also negatively affect team performance.
  • For instance, conflict can delay progress on tasks or create other inefficiencies in getting work done.
  • As a result, conflicts may be more likely to arise and more difficult to resolve.
  • Outcomes can suffer if team members value conflict avoidance and consensus over making the best decisions.

• Group Conflict as a Barrier to Decision Making

  • Encouraging constructive disagreements and even conflict can result in more-creative ideas or more solutions that are easier to implement.
  • By isolating themselves from outside influences and actively suppressing dissenting viewpoints in the interest of minimizing conflict, group members reach a consensus decision without critical evaluation of alternative viewpoints.

• Defining Stress

  • Role Demands - Role conflict happens when an employee is exposed to inconsistent or difficult expectations.
  • Examples include: interole conflict (when there are two or more expectations or separate roles for one person), intrarole conflict (varying expectations of one role), person-role conflict (ethics are challenged), and role ambiguity (confusion about their experiences in relation to the expectations of others).

• Defining Values

  • Conflict may arise, however, if an employee realizes that her co-workers do not share her values.
  • Even so, additional conflicts can result if the employee attempts to force her own values on her co-workers.
  • Because individual values have such strong attitudinal and behavioral effects, a company must hire teams of individuals whose values do not conflict with either each other's or those of the organization.