Conflict Resolution in Teams and Team Abilities Required for High-Performing Teams

Teams frequently play important roles in corporations and in people’s personal lives in highly competitive industries. Working together while being aware of each other’s talents and flaws is beneficial for each team. The platform in which team leaders and members are skilled and effective in the division of labor in accordance with specialization is one of the essential components of great teamwork at work. Conflicts do, however, frequently make it more difficult for teams to effectively accomplish their objectives. Conflicts at the workplace relate to the situations in which interests, values, and goals of the team members interfere with one another, thus, critical aspects of the workforce. In the modern society, conflicts are common phenomena. Proficient leaders tend to view or perceive conflicts as opportunities for the improvement of the effectiveness of the teams in the realization of the desired goals and targets. The paper highlights effective conflict management strategies by team leaders, as well as valuable skills for high performing teams.

Conflict Management

One of the critical issues affecting teams is the existence of a disruptive conflict, as well as hostility. HRM researchers and practitioners have focused on the adoption and integration of theoretical perspectives for illustration of the concept of conflict at the workplace.

Theoretical Assessment of Conflict

One of the proper explanations for the conceptualization of conflict is the model of different personalities. According to this model, when two people fail to get along, it is easier to document the context as a clash of their personalities. The main assumption in this model is the fact that an individual’s personality might be so different from another person’s personality to the extent that the two cannot function compatibly (Dyer, William, & Dyer, 2013). In this model, personality refers to the complexities of attitudes, needs, feelings, experiences, and values.

Nonetheless, it is problematic to attribute team conflict to a class of personalities since the only approach to overcome the problem is to force someone to change his or her personality, which none of us would like to happen in the workplace. Based on this, it is appropriate to conceptualize conflict as a violation of the expectations. From this perspective, whenever actions or behaviors of an individual violate expectations of the other person, there is the likelihood of a negative reaction (Dyer, William, & Dyer, 2013). In the teamwork context, team members tend to have diverse expectations at the individual level, concerning the team leader, and regarding other members of the relevant team. In the description of these expectations, the model highlights what, when, and how questions regarding the strategies in the achievement of the desired goals and targets. There are instances in which team leaders while violating expectations of the team members.

Some of these cases include micromanaging of the duties, not involving subordinates in decision-making, letting members evade their duties or expectations without appropriate negative consequences, and failing to offer reward or praise for a quality job. On the other hand, subordinates might violate the expectations of their leaders through missing team meetings, lack of commitment to the agenda or priorities, failing to complete duties within the set deadlines, and failing to inform the leader of the existence of the problems for effective handling and management (Dyer, William, & Dyer, 2013). Similarly, subordinates might violate expectations at their level through failure to share valuable resources, lack of acknowledgment of the contribution of others for the job executed, and inappropriate communication. In this context, expectation theory is ideal in facilitating clarification of the expectations through specifying behaviors, which might violate expectations in the team context.

Conflict Management Strategies

One of the critical objectives of the team leader is to overcome unhealthy conflicts among the team members to facilitate the achievement of the goals and targets at the end of each operational period. In such attributes, it is ideal for the team leaders to perceive conflict situations as important elements of the workplace. Evidently, team members tend to have different priorities (Dyer, William, & Dyer, 2013). Moreover, conflicts might involve team members, projects, and the entire organization. In most cases, conflicts offer the desired opportunities for realization of improvement. Based on this argument, it is appropriate for the team leaders to understand different strategies for the management of conflict. The paper integrates critical styles for the management of conflict following Thomas-Kilmann’s conflict instrument (Greenberg & Baron, 2008).

Forcing/Competing

In the management of conflict through this approach, team leader or member focuses on pursuing his or her concerns regardless of the potential resistance of other parties. This technique might integrate pushing party’s viewpoint at the expense of the other party, thus, resistance to other actions or views (Corkindale, 2007). It is appropriate to incorporate this approach when all other techniques fail to work or are ineffective. Moreover, team leaders can also utilize this approach when they desire to stand up for their rights while resisting potential pressure or aggression from different quotas. Furthermore, it is appropriate to exploit this conflict management strategy when there is a need for a quick resolution. Notably, this technique comes out as a last resort to oversee lasting conflicts within the team.

One of the benefits of this strategy is the tendency to offer a quick or fast resolution in the management of conflict. Similarly, the strategy contributes to the improvement of the self-esteem while drawing respect in responding to hostility or aggression at the workplace. Alternatively, the approach might have negative implications on the relationships among the parties in the long-term. The approach might also contribute to the generation of the same reaction from the other party, thus, failing to maximize strong sides of each party in the conflict management. The strategy might demand substantive energy, thus, exhausting to certain individuals.

Collaborating/Win-Win

In the context of teamwork, this strategy comes out as an approach aiming at the achievement of win-win situation or solution regarding the problem in focus. The strategy engages in negotiation practices with the objective of assessing concerns of each party in the conflict situation. The purpose of this strategy is to satisfy the concerns of the conflicting parties (Corkindale, 2007). Evidently, the strategy perceives conflict resolution as an opportunity to generate mutually beneficial results, thus, the platform for the assessment of the underlying issue. The strategy offers the opportunity for the team leaders and members to gain an alternative solution to satisfy the concerns of the conflicting parties. The strategy is effective in the achievement of consensus, commitment, collaborative, and long-term interactions among the members.

One of the strengths of this strategy is the platform for the provision of an effective solution to the issue at hand. Similarly, the strategy offers the win-win outcome, thus, satisfying concerns for the relevant parties. In such instances, the strategy is ideal in the creation of the shared responsibility while reinforcing trust and respect among the team members (Greenberg & Baron, 2008). The outcome proves to be less stressful to the parties. Nonetheless, the conflict management strategy demands a commitment of the parties in pursuing mutually acceptable outcome to solve the problem. Furthermore, the strategy might require more effort. The strategy might be ineffective when the timing is crucial because it does not offer the quick solution or fast response to manage conflict effectively and efficiently. The success of the strategy must relate to the integration of collaborative efforts in the maintenance of the fruitful relationship at the workplace.

Compromising

The objective or purpose of this strategy is to generate an expedient, as well as mutually acceptable solution, which addresses the concerns of parties partially. It is essential to use this approach when objectives are moderately significant (Corkindale, 2007). Moreover, it is critical to integrate the approach in attaining temporary settlement concerning the complex problems. Team leaders should consider adoption and implementation of this conflict management strategy when force or win-win strategies fail to facilitate the realization of the goals and targets.

One of the major strengths of the compromise strategy is the platform for the realization of the faster resolution to the problem in hand. Moreover, compromise strategy contributes to the achievement of a temporary solution while seeking the win-win solution for the parties or team members at the workplace. Notably, the conflict management plan might lower the level of tension or stress resulting from the conflict or violation of expectations. Alternatively, the strategy tends to hand negative implications. For instance, the approach can generate a lack of satisfaction among the parties, thus, lose-lose situation or context within the team. Furthermore, compromise strategy fails to facilitate trust among the parties in the long-term (Greenberg & Baron, 2008). Leaders need to engage in close monitoring and controlling the situation for the achievement of the agreements concerning the parties.

Withdrawing/Avoiding

Other than, the strategies mentioned above, it is possible for the team leaders to integrate withdrawing or avoiding strategy. The approach relates to the platform in which an individual or an affected party fails to pursue his or her concerns, as well as issues regarding the other party (Corkindale, 2007). The strategy is most effective when the issue is trivial. Moreover, the strategy might be ideal when there are pressing issues, thus, lack of time to deal with the emerging conflict. The strategy is also vital in dealing with hostility, as well as when it is impossible to handle the conflict.

One of the major strengths of this strategy is the platform for the team members and leaders to engage in exploiting more time to achieve an amicable solution, thus, postponing aggression or hostility. The approach is also not stressful, especially when the conflict situation is short. It is possible to use this strategy to prepare effectively for the collection of ideal information before tackling the conflict. However, the strategy might weaken one’s position, especially when there is an interpretation of withdrawing from an agreement. In the team context, withdrawing might influence the relationship in which parties expect appropriate action dealing with conflict.

Accommodating/Smoothing

The purpose of this strategy in conflict management is to engage in accommodating concerns of other people rather than personal concerns. The strategy is critical when it is essential to offer temporary relief to the conflict to achieve a better position to handle the situation (Corkindale, 2007). Moreover, the strategy is appropriate when the issue is not as significant to one party as it is to the other party in the conflict situation. Accommodating is also effective when one party accepts being on the wrong to generate the conflict.

One of the major advantages of this strategy is the opportunity for the members of the team to engage in the protection of the significant interests. Leaders and team members might also use the strategy in reassessing situations from different perspectives. On the other hand, the strategy might suffer from various weaknesses such as exploitation of other members to accommodate inappropriate actions (Greenberg & Baron, 2008). Furthermore, the strategy might have negative implications on the confidence of the parties engaging in smoothing, thus, limiting the achievement of the win-win solution in the negotiation process.

Skills for High-performing Teams

In the course of achieving superior performing teams, members need to have diverse skills, which relate to the four Cs: context, composition, competencies, and change.

Context

In the aspect of teamwork, context relates to the environment in which the team must work on the achievement of the desired goals and targets. Based on this, it is necessary for high performing teams to understand and conceptualize context, as well as its implications on performance. In the management of this context effectively and efficiently, high performing teams, need to have appropriate skills to establish measurable team goals with clarity for understanding and execution of the goals (Dyer, William, & Dyer, 2013). Similarly, such members need to have skills for the establishment of the reward systems while eliminating challenges to teamwork.

Composition

The composition relates to the skills or attitudes of the team members, thus, the platform for the high-performing teams to integrate right skills into the group for the achievement of high performance. Based on this, it is obligatory for the teams to have skills facilitating understanding of the leadership and dynamic processes of the teamwork. The group must integrate members with skills, which are complementary concerning clear roles and assignments (Dyer, William, & Dyer, 2013). High performing teams must have motivational skills to enhance innovation and transformation of the operations of the teams.

Competencies

It is ideal to note that successful teams tend to have specific competencies. For instance, it is valuable for the members of the high performing teams to have skills, which enable clear articulation of the goals, as well as strategies for the achievement of such objectives. High-performing teams also associate with effective decision-making skills and communication skills, which are appropriate for offering and receiving substantive feedback during interaction (Dyer, William, & Dyer, 2013). These skills contribute to the building of trust and commitment among the members in pursuit of the goals and targets.

Change Management Skills

In the modern workplace, high-performing teams need to change and adapt to the emerging conditions with the objective of being effective following the demands and expectations of the teams (Dyer, William, & Dyer, 2013). This calls for the integration of effective change management skills to facilitate team-building processes, team composition, and culture vital in addressing the demands of the changing operational contexts.

Conclusion

Conclusively, conflict management is one of the essential roles of the team leader in enhancing effectiveness and efficiency of the operational teams in the workplace. The paper focused on the exploration of conflict management in teams, as well as necessary skills for the high performing teams. According to the findings of the paper, team leaders and high performing teams have the platform to integrate approaches such as accommodating, avoiding, compromising, collaborating, and forcing in the management of conflict within the teamwork dynamics. Alternatively, the paper documents skills such as effective communication, motivational, change management, and decision-making skills for the achievement of the goals and targets in the organizational context.

References

Corkindale G., (2007), “How to Manage Conflict,” Harvard Business Review, Available at https://hbr.org/2007/11/how-to-manage-conflict

Dyer, W. G., William G. D., & Dyer, J. H. (2013), ”Team building: Proven strategies for improving team performance,” John Wiley & Sons.

Greenberg, J., & Baron, R. A. (2008), ”Behavior in organizations,” London: Pearson Education Ltd.