the challenges and conflict resolution strategies when working web view[the challenges and conflict...
TRANSCRIPT
CONFLICT RESOLUTION STRATEGIES WHEN WORKING IN BUSINESS TEAMS
Conflict Resolution Strategies When Working in Business Teams
Niesha Davis
Yorkville University
Instructor Richard Babich
November 10, 2013
Table of Content
1
CONFLICT RESOLUTION STRATEGIES WHEN WORKING IN BUSINESS TEAMS
Analysis...............................................................................................................................3
Sources of Team Conflict................................................................................................3
Conflict Resolution Strategies.........................................................................................4
Consequences of Unsolved Conflicts..............................................................................5
Conclusion...........................................................................................................................5
References............................................................................................................................6
2
CONFLICT RESOLUTION STRATEGIES WHEN WORKING IN BUSINESS TEAMS
When collaborating in a business team of dynamic individuals, it is not
uncommon for conflict to occur. Dr. F. Byramjee & Dr. B. Scudder (2013) suggest that
the use of conflict resolution strategies “plays a critical role in organizational
functioning”(p. 38) and is essential to maintaining a sanguine work environment. There
are several sources of conflict including cultural and behavioral predispositions (Sadri,
G., 2013, p. 14). With strong leadership skills, managing conflict can result in
harmonious interactions and a positive work atmosphere (Sadri, G., 2013, p. 13). This
paper examines the strategies that address specific types of conflict and the leadership
techniques that produce the best results in business teams.
Analysis
Sources of Conflict
Understanding the sources of conflict is important before attempting to select the
right conflict resolution strategy. K. Patterson (2010) describes conflict as “a condition
between or among workers whose jobs are interdependent, who feel angry, who perceive
the other(s) as being at fault, and who act in ways that cause a business problem (p. 542).
Cultural Differences. Golnaz Sadri (2013) suggests that collaborating with
people who do not adhere to similar cultural norms would likely result in conflict. The
way that conflict is dealt with also varies between cultures and can further add to the
original issue (p.14). Sadri continues to say that Americans handle workplace conflict
individually as opposed to workers in Hong Kong who choose to go straight to their
superiors for resolution (Sadri, G., 2013, p. 14).
3
CONFLICT RESOLUTION STRATEGIES WHEN WORKING IN BUSINESS TEAMS
Conflict Resolution Strategies
Goal. K. Patterson suggests that conflict can be a personal problem that becomes
an “organizational problem” (p. 543) quickly, however, it can also be of benefit if
conflict resolution strategies are implemented properly. According to G. Sadri, conflict
in organizations require “balancing to meet the needs of one’s own goals” (p. 11) as well
as the goal of the organization to produce a result that pleases all parties.
Orientations of Resolution. It is important to satisfy the concerns of both the
conflicting individuals and the company in which these individuals work. Golnaz Sadri
suggests that there are five different orientations to resolving conflict that will yield
results for both parties: collaboration, which is the most effective orientation for a “win-
win” result; accommodation, which primarily caters to the organizations concerns;
avoidance which is choosing to ignore the conflict; compromise, which is used when both
parties can settle on the basis that the disagreement isn’t important enough to disturb the
work process; and competition or force, which the company puts their goals in front of
the underlying issue and this particular orientation can create a workable dynamic with
underlying resentment (Sadri, G., 2013, p. 12).
Leadership. Leaders are important in building competent teams “using a
communication system towards the attainment of specific goals” (Limbare, S., 2012, p.
172). A strong leader should implement team-building strategies, anticipate conflict, and
approach with appropriate conflict management techniques (Patterson K., 2010, p. 544).
According to Dr. F. Byramjee and Dr. B. Scudder, depending on the behavior displayed
by the conflicting parties, an effective leader will choose from “organizational reaction
4
CONFLICT RESOLUTION STRATEGIES WHEN WORKING IN BUSINESS TEAMS
processes” to handle conflict. There are four processes: problem solving, persuasion,
bargaining and politics (p. 38).
Public Agencies. When conflict occurs in organizations that are not equipped to
handle them, depending on the gravity of the situation it would be wise to get an unbiased
party to assist in resolving the issues. According to Andrew Forsyth (2012), in Australia,
conflict resolution is handled by a third-party public agency or on a federal level (p. 477).
Desirable Outcomes. Often times, the result of carefully implemented conflict
resolution strategies is a competent team and a positive work environment. Sadri
suggests that conflict resolution facilitates “stronger relationships between the parties
involved; and an opportunity to learn about the people” (Sadri, G., 2013, p. 11).
Consequences of Unsolved Conflicts
Although avoidance is sometimes a workable strategy for conflict, it is “low in
assertiveness and cooperativeness” and in some cases, this can be detrimental to the
operations of an organization (Sadri, G., 2013, p. 12). K. Patterson suggests that
“unresolved conflict [can] manifest [itself] as problems within organization”(p. 543) and
employees involved can become toxic and create a negative work environment.
Conclusion
Although conflict is an unpleasant experience, it is to be anticipated when
working in business teams. Conflict management is essential to facilitating a positive
work experience and “a highly valuable asset in any successful business team”
(Byramjee, F., & Scudder, B., 2013 p. 38).
5
CONFLICT RESOLUTION STRATEGIES WHEN WORKING IN BUSINESS TEAMS
References
Byramjee, F., & Scudder, B. (2013). Relational Contracting Perspectives for
Conflict Resolution in Business Channels. International Journal Of
Business Strategy, 13(1), 37- 42.
Forsyth, A. (2012). Workplace conflict resolution in Australia: the dominance of
the public dispute resolution framework and the limited role of ADR.
International Journal Of Human Resource Management, 23(4), 476-494.
doi:10.1080/09585192.2012.641080
Limbare, S. (2012). Leadership Styles & Conflict Management Styles of
Executives. Indian Journal Of Industrial Relations, 48(1), 172-180.
Patterson, K. (2010). Effects of Unresolved Conflict on Organizational Health
and Performance and Conflict Resolution Training for Developing
Leaders and Improving Business Success. Proceedings Of The Northeast
Business & Economics Association, 542-546.
Sadri, G. (2013). Choosing conflict resolution by culture. Industrial
Management, 55(5), 10-15.
Salami, S. O. (2009). Conflict Resolution Strategies and Organisational
Citizenship Behaviour: The Moderating Role of Trait Emotional
Intelligence. Europe's Journal Of Psychology, 41-63.
Thomas, K. (1992). Overview of Conflict and conflict management.
Journal Of Organizational Behavior, 13(3), 263-264.
6