Team Dynamics and Conflict Resolution Strategies

Team Dynamics and Conflict Resolution Strategies Conflict and resolution are a vital part of any project. Conflict is a catalyst of change and is a necessary process though which decisions are made. Decisions made through conflict resolution or problem management have the power to alter a project for the better or worse, therefore it is essential that a team employs conflict resolution strategies throughout a project’s lifespan. By integrating a process driven system of conflict resolution, teams can ensure they are dealing with the most important issues as they arrive and stay on target of attaining the goals of the original project. Effective problem resolution strategies exist in many forms for various projects. This paper focuses on conflict resolution in a professional corporate team environment. The strategies presented in this paper are designed to increase communication between team members in a constructive and open fashion, fostering increased conversation and thinking among members of the team. This paper also looks at the conflict of emergent problems and presents a strategy to manage this type of conflict. Finally, this paper examines why critical thinking skills are crucial to a problem or conflict resolution strategy.
Defining the Issue Diagnosing a situation and deciding how to proceed is the heart of problem management or conflict resolution. Concise, intelligent definition of the issue at hand is imperative if a solution is to be found which will be beneficial to the team environment. According to Interact Performance Systems (1999), there are four principles to adhere to when communicating a problematic situation to a team they are as follows:
• Be direct
• Be specific,
• Be non-confrontational
• Diagnose the issue directly In relation to problem solving, being direct and specific means addressing the issue in a clear and succinct fashion. A member of a team who sees a conflict developing should bring the issue to the team, stating the issue in conflict to the team without downplay or speculation as to why the conflict exists. Issues should be presented one issue at a time to avoid conflicting resolution efforts. Prominent managerial information columnist Edward de Bono also applies these techniques in his strategies for problem resolution through a “thinking point of view.” (2003) Presentation of conflict or issues in a team setting should be in an unbiased and non-confrontational manner. It is not the place of the team member who presents the issue to assign blame for the issue. Use of non-confrontational tactics in speech and body language should be observed when presenting information in a team setting. The intention of identifying issues is to get them resolved through teamwork; assigning blame could put a team member on the defensive which hinders open communications. The team should take the information presented and diagnose the problem thoroughly and directly. Focusing on the issue determines the course of action to take. The team should break the issue in to manageable sections and set clear and agreeable terms for resolution. Resultant issues or conflict which comes as a result of the conflict resolution efforts should be addressed independent from the initial issue, subject to their own problem management process.

Emergent Conflicts Conflict that arises outside of the normal scope of a problem resolution strategy is called an “emergent problem” (Interact Performance Systems, 1999) Emergent conflicts are issues which do not directly stem from the project a team is working, rather they come to light during the planning and implementation phases of a project as small issues which could spiral in to larger problems. Emergent conflicts cannot be ignored yet they require a slightly different approach to problem resolution than larger “show stopping” issues the team may undertake. These types of conflicts have some distinct characteristics. Emergent issues appear during the process of existing problem resolution efforts, however emergent issues are different that the original problem. Emergent issues put the original project in jeopardy and the original conflict cannot be solved without addressing an emerging issue. In order to get back on track of solving the original conflict and allowing the team to return to productive work, the team must address the emergent problem first. By focusing on the emergent problem the team can ensure it devotes itself to finding the most beneficial solution for the issue. The team should ensure it clarifies the issue as it becomes apparent and diagnose the problems severity level. Smaller issues can be pushed aside or saved for later if the original issue is not in jeopardy. Clarifying and understanding the emergent issue is of utmost importance, until a clear understanding of the situation is reached the team cannot be assured of which issue should take precedence (Interact Performance Systems, 1999).

Critical Thinking for Conflict Resolution Critical thinking processes are helpful to teams which face issues by helping the team to critically analyze conflicts as they arise. (More, & Parker, 2003) Avoiding rhetoric and closely examining each situation as it is presented are the keys to effectively managing emergent conflicts. Above all, clarity and focus upon issues rather than avoiding them will lead to effective conflict resolution. Critical thinking is important in conflict resolution because it allows the team to examine the causes and effects of each situation in a logical and constructive fashion. Team members should employ the critical thinking processes to question the method of the overall project in an effort to raise issues as constructive process in building a project. As team members think through the initial project plan, they begin to ask things of themselves like, “Is this the best method for completing the task at hand?” and “Could there be an alternative solution in case this does not meet the requirements?” By asking these types of questions and applying a problem resolution strategy for answering them a team can stay on target from beginning to end. Logical arrangement and critical examination of issues in problem resolution is the most productive methods for completing projects and mitigating conflict. Critical thinking should be employed by a team at all steps during a project. Conflict resolution is greatly aided by critical thinking and the open conversation between team members that critical thinking can foster. Avoiding interpersonal conflicts can be achieved by sticking to critical thinking and communication skills in interacting with other team members. Team members can express dissatisfaction or frustration through critical communication skills and not hinder team progress.
Conclusion
Conflict is a catalyst for change. Conflict can be constructive or destructive to a team’s efforts to complete a project. By having a plan for problem resolution and management, a team can increase its chances of weathering conflicts as they arise. By managing interpersonal conflicts between team members through critical thinking and communication skills, the team can ensure that it is able to face obstacles timely and efficiently. Open communication is absolutely critical to conflict resolution in a team situation.

References
Carter, C., Bishop, J., & Kravits, S. (2007). Keys to College Studying: Becoming an Active Thinker (2nd ed.). Upper Saddle River, NJ: Prentice Hall.
De Bono, E. (2003). Blocked Openness. The Thinking Manager..Retrieved January 2, 2008 from: http://www.thinkingmanagers.com/management/openness.php
Engleberg, I., Wynn, D., & Schuttler, R. (2003). Working in groups:
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Moore, B.N. & Parker, R. (2003). Critical Thinking, 7th ed. New York. McGraw-Hill Higher Education.
Temme, J. & Katzel, J. (1995). Calling a team a team doesn 't mean that it is: Successful teamwork must be a way of life. Plant Engineering, 49(1), 112-114.
Thomas, Kenneth W. (2002). Introduction to Conflict Management:
Improving Performance Using the TKI. Palo Alto, CA: CPP, Inc.
Sabin, W. (2005). The Gregg Reference Manual. (10th ed.). New York: McGraw-Hill.
Wisinski, J. (1993). Resolving conflicts on the job. New York: American
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References: Carter, C., Bishop, J., & Kravits, S. (2007). Keys to College Studying: Becoming an Active Thinker (2nd ed.). Upper Saddle River, NJ: Prentice Hall. De Bono, E. (2003). Blocked Openness. The Thinking Manager..Retrieved January 2, 2008 from: http://www.thinkingmanagers.com/management/openness.php Engleberg, I., Wynn, D., & Schuttler, R Moore, B.N. & Parker, R. (2003). Critical Thinking, 7th ed. New York. McGraw-Hill Higher Education. Temme, J. & Katzel, J. (1995). Calling a team a team doesn 't mean that it is: Successful teamwork must be a way of life. Plant Engineering, 49(1), 112-114. Thomas, Kenneth W. (2002). Introduction to Conflict Management: Improving Performance Using the TKI Sabin, W. (2005). The Gregg Reference Manual. (10th ed.). New York: McGraw-Hill. Wisinski, J. (1993). Resolving conflicts on the job. New York: American Management Association, pp