Conflict in a team environment arises when members of a team share and insist on incompatible viewpoints on an issue that the team needs to resolve. According to the author, an individual's viewpoint may be shaped by a number of factors, including his or her personal value system, attitudes, needs, expectations, perception, personality, or by his or her opinion about how resources that are available to the team should be used. The important issue, however, is not whether or not a conflict exists, but how it is handled once it is identified. Conflict can be detrimental to the team effort when it is not addressed quickly, but allowed to grow and widen the gap between those team members whose opinions differ from each other. This tension can lead to decreased productivity and low team spirits, which can negatively affect the entire organization. On the other hand, if conflict is identified and addressed by following a structured process and by involving everyone affected by the conflict, it can result in personal progress for all team members. Another benefit of this progress is the discovery of an actual solution to the initial problem is derived from the conflict. This type of successful resolution can strengthen a team and solidify unity among its members.
The five steps involved in conflict resolution include the following: First, the specific cause of the dispute must be identified. Second, once the discussion is underway, it is important that each party get the opportunity to uninterruptedly argue its viewpoints. Then, after the source of the disagreement has been identified, it is important to allow each party to outline its plan for a solution. The fourth step is for the team to make its final solution choice. If this proves to be difficult, an independent mediator may be brought in to help the team come to a decision. The fifth and final step is after the team has agreed on what it believes to be the best solution, a plan of action for implementation must be established and later assessed in terms of successfulness. This process can be repeated every time a new conflict arises.
Conclusion
Whether I personally invite or attempt to avoid conflict depends on the person I could potentially come into conflict with. If the person has a dominating personality, I have learned that he or she may get easily offended when questioned about his or her ideas, so I try to avoid conflict as much as possible. If conflict is unavoidable, I attempt to encourage a discussion to understand where they are coming from and try to show them where I am coming from. But if that doesn’t work, I weigh the importance of the project and if it is necessary that I interject respectfully I will, otherwise I am likely to confrom to the majority to avoid conflict.
Reference:
Capozzoli, T. K. (1999). Conflict resolution - a key ingredient in successful teams. Supervision, 60(11), 14-16.