Intra Team Conflicts : Organization Behavior And Communication

Conflict arises from various sources in the team setting (Capozzoli, 1995). The most common causes of conflict are values, attitudes, needs, expectations, perceptions, resources, and personalities. As we are all raised with different values, morals come into play when the team issue deals directly or indirectly with ones values, morals, or ethics. Conflicting attitudes can bring about problems as two or more team members prove to have differing goals in mind. Individual needs can cause rifts within a team when they are not satisfied. The expectations of team members are not the same on how the goal will be met. We all have different perceptions of life situation and interpret them differently. The lack of resources needed to complete a task can cause conflict. Differing personalities play a major role in team conflict.

There are several theories relating to group working, dynamics and group role in any giving setting (Fiona, 2013; Steve and Bradford, 2001). These theories include Bruce Tuckman’s Team Development Theory, Meredith Belbin Team Role Theory, John Adair’s Action Leadership Theory, Isabel Briggs-Myer’s MBTI (MBTI: Myers Briggs Type Indicator), Theory, Tajfel Theory, Social Identity Theory, Jung’ Colour Works Theory, Albert Humphrey’s TAM Model and a host of others. However, there are two (2) prominent theories relating to group dynamics that focused on the attitude of a group in this presentation task: Tuckman and Belbin’s Theories. Tuckman and Belbin theories relate to dynamics and organizational development of a group (i.e. a team).

Conflict Levels – Effective teams maintain a perfect level of negative and positive conflicts. At times disagreement is encouraged to lessen the likelihood of groupthink.

Speedup time to market. Because there are more people involved the process of innovation is faster

In this paper I will discuss how a team leader assesses how big the team is needed in order to accomplish the task assigned to them. This paper will also discuss the how conflicts can arise while trying to meet their goals. Such as which person works better in certain areas. I will also talk about how a team leader resolves their problems that may accure. In addition I will also discuss if team work will take longer to complete task along with some of its advantages. I will also point out some of the resistors to team work like not have the proper tools or supplies. I will also discuss how to be proactive so

reader that in many instances there will be regression as deliberate team building is in the

Why do you believe teams or team member’s behavior different with different roles or tasks?

It only focus on high end and performance market segment initially, so R&D, marketing activities are more effective than other companies with its competitive advantage in High-Tech product.

The assessment of a high performing team has come to pass and acknowledged. The leadership responsibility develops progressively into work that is conducted remotely, traditional company boundaries are becoming more permeable and collaborations are essential. Developing a team remains as challenge. Enthusiastic, striving, and proficient individuals are always an advantage, but they often signify different purposes, products, and can compete for influence, resources, and advancement. Katzenbach and Smith identify three types of teams. These teams consist of task forces or project groups. Slide 10-3 illustrates their components and functions. Katzenbach and Smith use a triangle to categorize the basics of teams: performance results, personal growth, and collective work. The outer perimeter focuses on skills, accountability and commitment (Barrett, D., 2014). Substantial performance encounters motivate teams unrelatedly of where they are in an organization. However, teams cannot arise s without a routine challenges that is significant to those engaged. Teams that work towards the goals and objectives of a project will encounter different undertakings as part of the action process. To improve communication and involvement, teams use methods that are intended to inspire teamwork, such as outcome-oriented meetings and regular clusters. Teams correspondingly analyze data to make guarantee improvement exertions

Conflict or disagreement over the range of issues has become inherent aspect of modern organisational life. People from different cultural and education background work in an organisation. People working in an organisation may possess different goal and interest. People working in organisation may tend to different over a range of issues including organisational politics, organisational procedure, personal preference or political preference. It is also argued that conflict is essential characteristics of organisational life. Role of manager is paramount with regard to negotiating the conflict that arises in organisational life (http://www.sagepub.com/). Often lack of

Below are two examples of team who experienced conflict and worked through the problem. (The team and individual names have been changed.)

The text book describes conflict as “a process that begins when one party perceives another party has or is about to negatively affect something the first party cares about.” There are different views on dealing with conflict. There is the traditional view that seeks to eliminate any conflict and the interaction group that seek to use conflict as a stepping stone to greater things. Conflict can arise in any situation and, following the managed conflict view, it is not necessarily something to be push under the table but something to

There can be many factors that play a role, when conflict arises within a team. Often there can be

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

Ideally the team would collaborate to find a resolution that satisfies the needs of everyone involved. It requires creative and cooperative efforts. The biggest roadblock to collaboration usually is the amount of time and energy it requires. Collaboration is generally effective when the team has sufficient time to fully explore the needs, perspectives, and preferences of all team members, and when 100% commitment from each person is needed to accomplish team goals (Wisinski 1993). Not everyone on this team is totally committed to the process.