Conflict Resolution (Team Dynamics for Managers) Essay

A major conflict that appears in many, if not most, groups appears to be miscommunication or lack of communication. There are several solutions available to resolve miscommunication. Each member of a team has certain strengths and skills that help resolve occurring issues. When a team is confronted with miscommunication or lack of communication, having a plan is a necessity. Lack of communication can easily lead to miscommunication in a group and cause many reoccurring issues. Certain confliction techniques can be used to not only eliminate the issue, but also understand the underlying issue at hand. Conflict and Solution Personal Strengths to Resolve Issue Creating a detailed learning team charter that involves all members allows each individual to contribute their strengths in problem solving. Generally, charters are mainly used as a tool to contact other members outside of the team environment. The other members offer their information and would be responsible to check into the team in a reasonable amount of time. This is the beginning opportunity to highlight each member’s strengths and especially how willing they are to participate. Participation is one of the main behaviors that help a team strive or fail. How little or how much a person chooses to participate confides solely within them. This is especially true since individuals learn and retain information in different ways; the application of strengths can be applied in separate and unique formats in a team. The most appropriate conflict management would be Jerry Wisinski’s A-E-I-O-U Model, which focuses on collaboration and what he calls positive intentionality, the assumption that other people are not trying to cause conflict (Engleberg & Wynn, 2010). After completing the charter and knowing what is expected of each member, the most appropriate method of communication would be speaking with and checking in with members outside of the group. Conflict Management Techniques Each conflict is special in its nature and requires customized care depending on the situation or context with which the problem resides. â€Å"†¦all managers—whether they be supervisors, middle managers or chief executive officers—must learn to manage conflict if they are to be effective in leading their particular organizational units† (DuBose & Pringle, 1989, p. 1). The idea that a problem should be â€Å"managed† crops up because conflict is a known and necessary part of organizational development. Conflicts shape organizations; but why must an organization go through a difficulty or hardship in order to understand conflict management? â€Å"The term ‘managing’ implies that conflict is not inevitably destructive† (DuBose & Pringle, 1989, p. 1). Conflicts are not unchangingly damaging because it is necessary for growth to come across a few growing pains. Organizations with good management almost always succeed and dreams of growth come into fruition when conflicts are appropriately managed and managers understand the integrality of their interpretation of conflict management and its many different techniques. The team was very natural in its ability to choose a proper technique and utilize it in order to overcome the conflict at hand. The collaboration technique was used successfully as the team was forced to put their heads together and come to a decision with regard to the conflict. The collaboration was effective due to the participants’ unwavering objectivity and understanding of the conflict and how to manage it. Each party had their responsibilities laid out neatly in order to quickly and professionally get the job done. The team was highly prepared for any conflicts and managed them upon manifestation due to the highly comprehensive group. Accommodation is another technique the team productively used. Accommodation is used when the conflict is more important to the other party involved in the conflict and is treated with thoughtfulness by the other members; this technique was also successful because the team was able to â€Å"pick their battles† and strive to meet all the expectations of the team leader, and their teammates (DuBose & Pringle, 1989). Additional Conflict Management Techniques Team communication generally appears to be a conflict that exists within the members of the group. This can only be solved within the members and the willingness to strive, learn, and accomplish together as a group. It takes personal inactive and being open to other’s suggestions to make communication strong and effective. Strong communication would prove to eliminate miscommunication and therefore lack of communication. Setting goals can always be a productive approach to ensuring success and keeping members focused on what needs to be accomplished, and the most effective route to complete tasks. The important balance of goal setting in groups is making sure that personal and team goals do not outweigh one another. Goals are more productive when they are shared and known with other individuals. Making, keeping, and sharing goals in the team environment are essential to success and eliminating miscommunication. In some cases where conflict is stronger than problem solving, it is necessary to seek help outside of the group. Third-party intervention occurs when a group seeks the services of an impartial outsider who has no direct connections to the group, but has the skills needed to analyze the conflict and helps resolve it (Engleberg & Wynn, 2010). In learning team environments, the instructor is the third-party intervention and has authority to make decisions as deemed necessary to help keep the team productive and functioning as a whole. Arrival of Decision The group’s natural understanding of conflict management, and the team leader’s fantastic ability to choose proper techniques, strengthened the team’s ability to get the job done. When conflicts arose, the team effortlessly went through a decision process and effectively outlined the techniques that worked the best. The team was able to utilize all participating members’ strengths to move on with the project after nipping all problems in the bud. While some issues call for more drastic measures, accommodation and collaboration was the team’s two most valuable assets when managing conflict internally. Some issues require an entire modification of the organizational structure which could set back the team, and even the organization, for a very long time. Good management within the organization knows the proper way to take care of problems that arise from conflicts. Good management understands that the symptoms and the disease are two completely different things and should be handled as such. When managers â€Å"settle† problems for lower-level managers, it implies that they do not fully understand the real problem and how to fix it. Symptoms are stopped once the root of the problem is remedied. Conclusion When lack of communication occurs in a group, miscommunication is often followed. Certain personal strengths, such as a willingness to strive and learn from others are important in a group setting. Creating a team charter helps eliminate the issue of miscommunication. Setting goals, being open to other’s thoughts and opinions, and seeking help from outside of the group are all techniques to resolve a conflict in a group setting. The arrival of decisions are done by working as a team, using proper problem solving techniques, communicating, and having a good leader. References DuBose, P. B. & Pringle, C. D. (1989). Choosing A conflict management technique. SuperVision,50(6), 10-10. Retrieved fromhttp://search.proquest.com/docview/195581288?accountid=35812 Engleberg, I. N. & Wynn, D. R. (2010). Working in groups (5th ed.). Boston: Pearson/Allyn &Bacon.