Assignment On
STRATEGIC HUMAN RESOURCE MANAGEMENT
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Course Code : HRM 611
Summer Semester, 2013
SUBMITTED TO:
DR. M. ATAUR RAHMAN
COURSE TEACHER
PREPARED BY:
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Md. Sojibur Rahman
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TEAM CONFLICT
1. Definition of Team Conflict:
Conflict can exist between factions or groups within a team, with
a leader or manager, and with other teams or departments within the company. It
has been defined in numerously different ways and has come to hold several
connotations. The following is an example of a relatively broad dictionary
entry, where conflict is defined in the following way:
‘’To come into collision or
disagreement; be contradictory, at variance, or in opposition; clash: The
account of one eyewitness conflicted with that of the other.’’
Team Conflict is an interpersonal problem that occurs
between two or more members of a team, and affects results of teamwork, so the
team does not perform at optimum levels. Team conflicts are caused by the
situation when the balance between perceptions, goals, or/and values of the
team is upset, therefore people can no more work together and no shared goals
can be achieved in the team environment.
2.
Objectives:
Conflict inevitably arises in one form or another
in varying degrees due to the mere group and/or team dynamics of having people
with differing backgrounds, ideas, and potential agendas coming together in an
effort to accomplish a common goal. Conflict isn’t always negative and there
are circumstances in which positive conflict is necessary in order to prevent
compliance tendencies and the potentially disastrous effects of groupthink.
3.
Classification:
Classification of employee conflicts is the foundation of
effective team conflict management, because by having identified a type of conflicts,
team leaders are able to choose right conflict resolving tools and apply
appropriate conflict management strategies.
I.
By Functional Attribute:
First
of all, conflicts between team members can be functional and dysfunctional.
§ Functional conflicts are
disagreements that do not significantly affect team performance, so the team
remains functional and is able to produce desired results.
§ Dysfunctional conflicts are those
disagreements between employees that disrupt teamwork and prevent team members
from following shared goals, so the entire team becomes dysfunctional and no
desired results can be produced.
The
above listed types of team conflict are defined considering the functional
attribute of teams.
II.
By Origin of Conflict:
Another
way to classify employee conflicts refers to focusing on the origin of
conflicts, or investigating how a conflict has evolved. Following this idea,
the next sources of group conflicts are to be considered:
§ Values of team members. Each team
member has its own values yet he/she should follow values of the team. When a
disagreement between the values appears, a conflict may arise.
§ Goals versus Expectations. Often
improperly set goals do not relate to actual expectations, then a group
conflict may take place.
§
Roles and responsibilities. If right
people are not assigned to right responsibilities and roles, an employee
conflict is likely to arise.
§
Lack of resources. Every team has to
work using limited resources – this situation increases the risk of group
conflict occurrence.
III.
By Behavior:
Besides
this way of investigating team conflicts, there is another way to classify
conflicts into the following types:
§ Constructive team conflicts. Such
conflicts arise when team members grow personally and increase their
qualification. Constructive team conflicts result in a solution to a problem
and create cohesiveness between team members.
§ Destructive team conflicts. They
arise when the team problem solving process fails so no solution is generated
and the problem still exists. Destructive conflicts between team members
defocus group effort and divert energy away from prioritized activities. Such
conflicts demoralize the team and make it polarized.
By understanding all the listed conflict types as well as the
given definition, team leaders can achieve better conflict management because
they will be able to investigate the nature of team conflicts and generate
right resolution.
4.
Conflict in Groups and Teams:
Team conflict is common in the workplace where it
may hinder productivity and the achievement of team goals. If management of
conflict is not effective, it can totally disrupt the entire group process but
successfully-managed conflict may benefit the group.
5.
Symptoms of Team Conflict:
Almost everyone has endured the experience of being part of a team
that was plagued with conflict. Whether in a large group that erupts in anger
and can’t finish a meeting, or a small group of two or three individuals that
resort to backbiting and gossiping to vent frustration over a conflict,
everyone has been a part of a team where conflict has gotten out of control.
With this in mind, there are several symptoms of conflict that can be
identified in groups which can help groups to recognize and manage conflict
before it tears them apart. By identifying the following symptoms related to
communication, trust, and opposing agendas, the team leader can identify
conflict before it erupts. As you read through these symptoms, think of the
teams that you are a part of and look for symptoms that exist in your team.
One common symptom of conflict is a lack of communication or a lack of
respectful communication. This is most often seen when teams fail to have
meaningful meetings. Most often, non-communicating meetings are characterized
by team members sitting
and listening to what the boss has to say. Often chatter or
silence prevails in teams. A lack of communication can also be noted when team
members don’t get along, and so refuse to talk to each other. These feuds
create barriers within teams and prevent communication in the team. A lack of
communication or disrespectful communication leads to a lack of trust, which is
another symptom of team conflict. Teams that fail to produce desired results
often lack the trust in one another as team members necessary to succeed.
Without trust in a team, verbal or non-verbal conflict becomes the norm of the
team. Team members spend more energy protecting their own positions and jobs
then they do producing what is required for the team’s success. When trust
erodes in a team, the habit of blaming others becomes the norm as individuals
try to protect themselves. Team members become enemies that compete against
each other rather than allies that build and help one another to achieve a
common goal. Teams that lack trust often gossip about other members or have
frequent side conversations after meetings to discuss opposing opinions. Such
activity sucks strength out of the team and its purpose.
Another symptom of team conflict can be seen when team members
have opposing agendas. This is not to be confused with members who have
different opinions. Having different opinions in a group can be very healthy if
managed correctly because it can create better ideas and ways of getting the
job done. However, when team members have opposing agendas, more is at stake
than differing opinions; it is two individuals fiercely committed to the exact
opposite approach. Opposing agendas can create confusion in team members and
can cause them to lose sight of their role in the team and the team’s final
goal. Teams must work toward a common goal in order to be successful. Extreme
effort must be made to reconcile differences, or such a team can look forward
to failure.
6.
Strategies
for Managing Conflict in a Project
Identification, analysis, and evaluation
before taking action are the keys to effective management of conflict. Project
managers must use practical strategies that involve following three steps:
preparing for conflict, facing conflict, and then resolving conflict. Also
essential are interpersonal skills, including effective communication,
negotiation, and appreciation of cultural differences.
§
Preparing
for Conflict
Realistic project managers know that conflict
is a normal—and in some cases necessary—part of working in groups and teams.
The art of preparing for conflict thus involves both expecting that it will occur
and having a plan for handling it.
§
Facing
the Conflict:
Although conflict is one of the things most
of us dislike intensely, it is inevitable. Most often when we try to avoid
conflict, it will nevertheless seek us out. Some people wrongly hope that conflict
will go away if it is ignored. In fact, conflict ignored is more likely to get
worse, which can significantly reduce project performance. The best way to
reduce conflict is to confront it. To face conflict effectively, project
managers have several strategies to draw on.
i.
Serve as a Lightning Rod: The
managers of successful projects did the following:
• Personally absorbed aggression
• Communicated and listened effectively
• Counseled their teams to maximize their
output
• Encouraged openness, emotional expression,
and new ideas
• Sewed as role models in planning,
delegating, and so forth
• Minimized potential conflict whenever
possible
• Stimulated conflict to foster creativity
and innovation
The project managers Thamhain and Wilemon
surveyed felt that personality conflicts were often disguised as conflicts over
other issues, such as technical issues and staffing “‘ These disguises will
persist if project managers deal only with facts, and not the feelings
themselves. Positive feelings, if expressed, can increase project performance.
Even negative feelings, if expressed constructively, may help clarify confusion
or remove a bottleneck in a project. To “name without blame,” project managers
must express feelings as feelings, not as facts. They must accept
responsibility for their own feelings and avoid judging people based on
feelings and impressions alone.
ii.
Surface the Real Issues:
Conflicts that remain below the surface can
have negative impacts on a project in many ways, such as distorted or withheld
information, slipped schedules, unplanned absences from project meetings, lack
of initiative to solve problems, or not working together as a real team. A
successful conflict manager should handle these burning issues gently but
firmly. Surfacing the real issues can be accomplished by getting all the
background information associated with the conflict. This process may uncover
important aspects of the project that will lead to serious consequences and
even project failure if they are not identified immediately. To surface the
real issues, project managers may do the following:
·
Treat
the surface issue as “real” two or three times: Project
managers should make every effort to address complaints or issues regardless of
how trivial they may seem. They should encourage project personnel to bring the
conflict into the open by themselves. However, if this fails, the project
manager should approach the person and urge him or her to discuss the conflict
in the open with the aim of resolving it as soon as possible.
·
Make
the conflict visible to other parties involved: Project
managers can do this by using effective communication techniques and planning
and organizing aids such as responsibility matrices, which are quite effective
in resolving conflicts over administrative aspects of project management such
as procedures, task breakdowns, and assignments of responsibility and authority
Project managers may choose to prepare a responsibility matrix for each phase
of the project life cycle.
·
Give
ample support:
Block described the importance of support in
a work relationship. Most people want to feel secure and worthwhile and receive
encouragement, recognition, and praise. Unfortunately, some project managers
confuse support with agreement and, consequently in a conflict (disagreement)
situation, they withhold support when it is needed the most.
7.
Resolving
the Conflict:
Due to the dynamic and
sometimes unpredictable nature of projects, a substantial amount of management
time is dedicated to resolving conflicts. In some cases, disagreements can be
handled by a straightforward decision; in other situations, a combination of
time and skills is required. The project manager, the project team, and all
other stakeholders involved in a conflict situation must work together to achieve
a win-win situation for everyone. Effective conflict management requires an
extensive effort at the front end. Good conflict managers size up possible
clashes before contacting the parties, and then they work out appropriate
actions to resolve potential problems.
Guffey, Rhodes and Rogin have come up with a six-step process for
resolving the conflict in teams.
A. Listen: In order for
everyone to understand the problem.
B. Understand the other's
point of view: Listening makes understanding the other's position easier. Show
this by asking questions.
C. Show a concern for the
relationship: Focus on the problem, not the person. Show that his or her needs
are cared for and an overall willingness to resolve the conflict.
D. Look for common ground:
Identify both sides' interest and see what you have in common.
E. Invent new
problem-solving options: Brainstorm on new ways to solve the conflict and be
sure to be open to new suggestions.
F. Reach an agreement on
what's fair: Find a middle ground of whats fair and choose the best options
after weighing the possible solutions.
Conclusion:
In
conclusion we can say that conflict can be healthy if it is managed
effectively. Conflict management requires a combination of analytical and human
skills. Every project participant should learn to resolve project conflicts
effectively. Good conflict managers work at the source of conflict. To resolve
it permanently, they must address the cause of the conflict and not just the
symptoms of it. They size up possible clashes before “contact” is actually made
and then prepare their action plans to handle potential trouble. They should
concentrate on building an atmosphere designed to reduce destructive conflict
and deal with routine frictions and minor differences before they become
unmanageable. The key to resolving conflict with a positive outcome includes
looking for a win-win situation, cutting losses when necessary, formulating
proactive conflict management strategies, using effective negotiation and
communication, and appreciating cultural differences among project
stakeholders.
Multiple Choice Question
1. Team
Conflict is an interpersonal problem that occurs between
A. One member
B. Two
or more members of a team.
C. Five members of a team
D. No member of a team.
2. Conflict
isn’t always
A. Positive
B. Nothing
C. Together
D. negative
3. Where team conflict can exist?
A. only between the bosses
B. only between the managers
C. between a faction or groups and
others
D. between two brothers.
4. How many steps to manage conflict
?
A. One
B.
Three
C.
Two
D. Five
5. How team conflict affects?
A. Doesn’t affected at all
B. Affects results of team work
C. Affects only The situation.
D. Does affect individual person
6. In which sense conflect team is
used in project management
A. Negative and positive both
B. Negative
C. Positive
D. Nothing
7. Where does functional conflict
affect ?
A. It affects the management system
B. Its affects the team performance
C. It doesn’t affect the team performance
.
D. If doesn’t affect the management.
8. What are disfunctional conflictss
A. Disagreements between employees
B. Increased satisfections between
the employee
C. A climate of trust among the
member s of a group
D. Dicreased satisfections between
the employee
9. What drives conflict?
A. interpersonal relationships
B. Goalsas
C. Angry people
D. Publics
10. One of the advantages of
conflict is that it forces you to examine problems and work toward a potential
A. Solution
B. relationship
C. Experience
D. Bond
Questions
1. What is the team conflict?
2. How
to manage conflict?
3. What is the problem
of conflict?
4.
Distinct between Organizational
and interpersonal conflict?
5. What is relation between Substantive versus
affective conflict?
6. What is the factor affecting?
7.
How many steps to manage conflict?
8. What is the possible to motivate
in the team?
9. What is the impact in the team?
10. What is the main cause of
conflict?
References
1.
Greenhalgh, Leonard.
"Managing Conflict." Sloan Management Review (Summer 2006): p45-51.
2. Brockmann, Erich. (1996, May). Removing the
Paradox of Conflict from Group Decisions. Academy of Management
3. Guidi, Marilyn A. (1995, Oct). Peer-to-Peer
accountability. Nursing Management. v26n10, p 48.
4. Cappozzoli, Thomas K. (1995, Dec). Resolving
Conflict within Teams. Journal for Quality and Participation. v18n7,
p. 28-30
5. Heagney,
Joseph. Fundamentals of Project Management: p156
6. Bobbins,
S. P. (1974). Managing organizational Conflict: A nontraditional approach. Englewood
7. Thamhain,
H.J., & Wdemon, D. L. (1975). Conflict management in project life cycles. Sloan Management Review, 16, 3
1—50.
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