Assertive Vs Recognitive Conflict Analysis

Team has to agree on the methods to which conflicts can be resolved within the group, this has to be addressed as soon as possible to enhance team cohesion and progress team effort towards achieving its goals.

The second form of conflict management is Compromising. This form brings along the idea that losing something is adequate when an individual gains a little. Both sides come to the middle to help serve the team and project on hand while making it possible for each person to maintain a portion of his or her original idea. The drawbacks of using this method are values and objectives can be lost in the process if they are compromised. Some of the demands from the other side may be too severe to come to a middle ground on. This method can also create other conflict if no respect for the compromise or the other team members exists. When this method is used to its full potential people of equal roles are equally committed to the team. “When the issue is to complex to just abandon the others ideas or perspectives and when the specific task that is being dealt with is only moderately important.” (Improving group, organizational or team dynamics when conflict occurs, 2008)

Another benefit is that conflicts are solved properly. There will inevitably be disagreements when a group of people from different background are put together. When conflict arises in teamwork situations, employees are forced to resolve the conflicts themselves instead of turning to management. Learning conflict resolution is a skill that

As a relatively small business established 5 years ago the functional departmental structure is appropriate for this company. It allows the company to take advantage of the benefits of this type of departmentalization, specifically workers are qualified specialist, costs are low as there is reduced duplication, and good departmental communication and coordination exists. Worker skills range from tradespersons in the production and fabrication department to the accountant in the accounting

52). This common belief among users of this style drives them to search for answers using all of the tools at the team’s disposal. The different dynamics of the team become assets. They see the differences that distinguish the members of the team as points of view are respected and viewed objectively. Differences like a male versus a female’s perspective, race, culture, and even social or economic status are viewpoints that give all in the team a bigger picture of the different issues they may need to consider when coming to a conclusion about how best to achieve their goal. Though this style is thought of as the best route for teams to use, it is also one of the most difficult. Even a person who has a natural talent or personality that promotes this style of conflict management has to practice to be effective using this style in a team setting. A person cannot be judgmental and must be sure not to take anything said personally. This is something that most if not all of the team members must have an awareness of. All team members have to feel comfortable with the results and with what was given up from their own personal point of view to arrive at the team’s decision. This style is also very demanding so it requires a good amount of patience. Depending on how quick a decision is needed it is not always possible for a team to achieve and some in the team may not believe that their best interests were achieved.

The dynamics of a team relies heavily on the interaction of team members during times of conflict not just during times of agreement. Often groups seek to achieve a cohesive relationship in an effort to unite the team towards its goals. Group members can make the mistake of subverting conflict in an attempt to maintain this team unity. Conflict serves a valuable role in effective group interactions that must be understood by participants of a team. An examination into the characteristics of conflict and cohesion and the relationship between the two dynamics can provide perspective to

There are many types of conflict; some are beneficial while others are detrimental. All types of conflict fall into three major categories (Engleberg, Wynn, and Schuttler, 2003; Stewart, Manz, and Sims, 1999). Relationship-oriented conflict, also known as affective conflict, is brought about when team members experience interpersonal incompatibilities. Relationship conflict is usually detrimental as team members have different perceptions of communication and social skills. Whereas Task-oriented conflict, also referred to as cognitive conflict or procedural conflict, occurs when team members disagree about

Conflict is inevitable and at times stimulates beneficial or creative thinking. Often conflict is a signal that people are miscommunicating and making different assumptions about what has gone unspoken. The conflict in itself is not the problem. It is the team’s reactions to it that determines the impact, thus causing it to be a negative experience. Conflict or divergence can be destructive or it can be constructive. It is up to the people involved in the conflict to manage the outcome. This gives them an opportunity to articulate their assumptions and figure out a way to come to agreement. In a learning team situation, conflict can arise when the original agreement to work together does not address

It also allows the party to find out resolutions of a conflict by open communication. This integrative style also helps to keep the team’s positive relationships intact for future group interactions (In today’s world individuals in the…, n.d.).

Communication and involvement information can be better, views and ideas can be shared, making it a tougher team.

While finding a good balance, conflicts will most certainly arise. Conflict resolution strategies must be utilized, for the team to be effective and meet the goals and objective of their assignment. These conflicts may be more evident in certain types of teams more so than in others. Conflict is common when working in teams. Its is important to have team meeting in order to lay out potential problems and disagreements and prepare to support the teams final decision. (Weinstein, 2007)

As shown by the other component analysis, the difference of these attributes are more likely to improve team performance (Bell et al., 2011). In addition, the management team also need to learn effective communication. Effective communication is crucial to conflict management, it can eliminate stereotypes prejudice and negative emotions, improve rational knowledge to each other. The way of conversation is to talk about each other's differences through a formal or informal conversation through a group of members, and to build a team of thought patterns on the basis of understanding their basic

Behfar, K. J., Peterson, R. S., Mannix, E. A., & Trochim, W. M. K. (2008). The critical role of conflict resolution in teams: A close look at the links between conflict type, conflict management strategies, and team outcomes. Journal of Applied Psychology,

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 article introduces a concept of the conflict on the top management teams by using conflict to encourage creativity and discussion, but it is also be able to stop a teamwork process because of difference of opinions and perspectives between team members. Team conflict is a common part in the company that may obstruct the accomplishment of team goals. However, successfully managing conflict may stimulate creativity that can produce superior decision among a team. There are many academic researchers that shown conflict on the top management teams (TMT) in the decision-making process. This article studied the effective top management teams involve two kinds of conflict: cognitive and affective conflict. Conflict is crucial issue that can