Conflict In Work Teams

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Conflict in Work Teams

Teams are typically made up of a diverse group of individuals; each member possessing different capabilities and skills. This element is what makes the use of teams so advantageous; however, diversity can also create conflict. There fore, it is important for teams to understand the dynamics of conflict and to regulate its natural flow. The following looks at conflict in teams and skills for managing team conflict, while generating team growth, development and an increased quality of decision-making. (Rayeski & Bryant, 1994)
Contrary to the common belief that conflict is limited to a disruptive effect, a number of researchers, (for example, Mc Daniel, Littlejohn & Domenici, 1998; Sessa, 1996), acknowledge the substantial benefits of conflict to team processes. Conflict is a driving force of change (McDaniel 1998). When managed correctly, conflict produces the following results: new ideas for changing organizational processes, solving of continuous problems, a chance for workers to expand their capabilities, and the introduction of creativity into thoughts about organizational problems (Bowditch & Buono, 2001).
Unfortunately, these positive outcomes are frequently unattainable due to uneducated, reactionary efforts to eliminate the source of conflict (Sessa, 1996). The consequences of poorly handled team conflict such as this are a lowering of team energy, disruption of healthy relationships, and the prevention of job accomplishment. Additionally, there is an avoidance of the disputed subject and the creation of an environment of fear. (Rayeski & Bryant, 1994) Too often, conflict is smoothed over by a team leader and is not resolved; the end result is a building up of resentment between team members that deteriorates the team’s performance level. (Wisinski, 2003)
The key issue in dealing with team conflict is for the team to realize that the focus is not on conflict itself, but how it is managed. The idea...