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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 1

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Page 1: the challenges and conflict resolution strategies when working Web view[the challenges and conflict resolution strategies when working in business teams] 5. conflict resolution strategies

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

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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

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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).

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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

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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).

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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.

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