Similarity attraction theory – less trust at least initially
The diversity of gender and ethnicity is often exploration for the premise of group conflict. Seems to be mixed gender or nationality group members in beyond the obvious differences in interpersonal difficulties, and often the interpersonal relationship between the friction and conflict. Owing to generally tend to think that members of other social classes more than their own social class members don't worthy of trust and cooperation (Tajfel, 1981), several social category coexist in the same team could trigger interpersonal conflict (relationship) conflict.
A similar group of people, like gender, nationality or age, will tend to interact more often, and interact with different team members in a more positive way. In social network literature, similar actors tend to develop more powerful network is referred to as "homogeneity" (Ibarra, 1992). According to interpersonal attraction theory, if team members have multiple characteristics (e.g., they belong to the same sex or ethnic group), it is likely that they refer to the conflict of task as the disagreement between team members about the task because of different
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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
Conflict Levels – Effective teams maintain a perfect level of negative and positive conflicts. At times disagreement is encouraged to lessen the likelihood of groupthink.
There can be many factors that play a role, when conflict arises within a team. Often there can be
I am also reminded of an example we discussed in class of a mechanical engineer supervisor identifying more with other mechanical engineers in her group than software engineers. Similar confirmation as well as
Octavius Augustus Ceasar is probably the most important person in the history of Rome. Octavius ruled from 27 BC to 14 AD. During his time as ruler, the Roman Empire experienced its longest time of peace. Because he knew his people, had a strong military background, knew how to solve problems, Patience, and created a new government, this is why Octavius “Augustus” Ceasar was a great leader.
“Team conflict may occur among members hailing from different fields of professions, such as in a cross-functional project team, or between line workers (who work directly with the product or service) and staff teams (who provide behind-the-scenes support). It may also occur as a result of perceived inequities in group member status or productivity, personality differences, or other work-related problems.” (Organizational Communication, 2010, pg 223).
Conflict management is the detriment of many teams or groups in accomplishing its goals. This is because most people do not understand the different conflict styles and how to apply the rules and principles associated with the style you may be dealing with. In this paper I will analyze three of the five management styles discussed in the textbook Communication in Small Groups. Avoidance and competition are two styles that I believe have the greatest effect on hindering a group or team from accomplishing its goals. Collaboration, however, is a style that I believe is most effective in
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
Conflict results from real or perceived opposition to one’s values, actions, desires or general interests. Conflicts may occur internally or externally between individuals or groups; conflict within a team environment can cause frustration, and occasionally anger. However, conflict resolution can also often generate positive results for the team. Conflict management skills remain in demand; conflict may be managed successfully by reaching an agreement that satisfies the needs of both the individual(s) and the team as a whole
My interviewee was confronted with a Group-to-group conflict: The term "group" suggests oneness or sameness. In this type of conflict, each group (rather than the individual) has taken an opposition position that leads to discord or disharmony. A group 's identity and goals are usually in conflict with those of the other group (Module 2: Module 2 - Conflict Resolution; Control Approaches, 2015).
Thirdly, our communication skills were better enhanced and we were able to build up on our synergy levels. In such an environment where communication is open and free-flowing, people were able to bring in new ideas, concepts and attitudes which benefitted the entire group. The problem with ineffective communication, especially where diverse groups are involved is that issues such as stereotyping are bound to crop up. This, in turn, caused team members to become increasingly self-conscious and often kept to themselves for fear of being judged. Much to it, the aspect of self-disclosure becomes almost elusive because no one is willing to step out of their comfort zone and steer a relevant discussion to the project at hand. In a scenario whereby team members are free to talk and express their ideas and feelings without being judged, the fear of revealing one’s true self is diminished tremendously (Peri et al., 2000). This is because such an environment fosters trust, values and ethics. Contrary to this, an environment that is characterized by prejudices and presumptions about others disintegrates this trust and often results to reduced productivity among the members. Cooperation and trust are two aspects that often determine the overall performance of a group. Where there is trust, team players become
People work in groups or teams everyday whether in their career, education, political organization, church, or any other social setting. Conflict while working in teams or groups is inevitable. When taking people of different backgrounds, personalities, moral, and ethical beliefs and putting them together in a group, conflict will arise. The key to achieving your team goals is to construct and conquer your goals with keeping the greater good of the team in mind. Conflict as it arises should be combated and abated through swift and thorough resolution techniques. When dealt with properly conflict resolution can give rise to a cohesive and productive team.
These characteristics may serve as the basis of stereotypes that obscure individual differences; prevent people from getting to know others as individuals; and acutely assessing their performance potential (Hunt, J., Osborn, R., Schermerhorn, J., 2005). On the other hand, the impact of demographic characteristics can promote team members to interact, which can contribute to high performance. Some teams who are subjected to demographic characteristics can learn to respect each member 's perspectives, and share the common organizational task.
A leader has a role that can impact others to be more operative in functioning to attain a common goal and maintain effective working relationships amongst group members (Johnson & Johnson 2012). This makes leaders in groups considerably important in shaping individuals (Johnson & Johnson 2012). However, conflict arises in groups and becomes difficult to manage when a leader and the followers lack the skills to manage conflict as a team (Johnson & Johnson 2012). Leadership and conflict resolution skills must exists between leaders and followers in order to manage conflict (Johnson & Johnson 2012). Also, it is possible for followers to teach leaders how to lead and resolve problems since followers can play an active role in building relationships amongst group members (Howell & Shamir cited in Johnson & Johnson 2012). Since followers and leaders both have significant roles in accomplishing the group goals, they both have a role to manage conflict effectively as a group (Johnson & Johnson 2012). This essay will discuss how leaders have an important role in managing conflict and likewise with followers having important roles in managing conflict. Conflicts, the various types of conflicts that happen in groups and the reasons behind the conflicts will be mentioned followed by approaches that can be taken to help manage struggles within groups. The methods can be used by leaders and followers in order to manage
In today’s world teamwork is being utilized by companies across the globe. Employers are seeing the value of teamwork and what can be accomplished when people put the strengths together. These teams consist of people from different cultures with different personalities. Conflict is inevitable when it comes to group dynamics. Conflict resolution is necessary to keep the group functioning efficiently. This paper will analyze group dynamics and focus on conflict resolution by way of communication.
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,