Conflict in Teams

Conflict in Teams:

Conflict in Teams

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Types of conflict Relationship Task Process Proportional Perceptual

Relationship Conflict:

Relationship Conflict Involves disagreements based on personal and social issues that are not related to work. Also known as A-type conflict, emotional conflict, or affective conflict. Often dealt with through escape or termination.

Task Conflict:

Task Conflict Involves disagreements about the work that is being done in the group. Also known as cognitive conflict, or C-type conflict. Largely depersonalized and consists of argumentation about the ideas, plans, and projects being used. Used to stimulate creativity in the group.

Process Conflict:

Process Conflict Centers on task strategy and delegation of duties and resources. A type of conflict that is brought out when the group is trying to complete a team task.

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Proportional and Perceptual Conflict Proportional Conflict : The relationship between the 3 types of conflict. Describes each type of conflict relative to the other 2. Perceptual Conflict: How much each team member perceives conflict relative to other team members.

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Conflict Management Contingency theory - views team performance as a function of the type of task conflict, the conflict management style, and the nature of the task performed by the group. Wageman and Donnenfelds - Distinguish 4 kinds of interventions that team leaders and managers can use to improve the quality of conflict resolution processes.

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Contingency Theory The amount of conflict is a direct determinant of team performance and individual well-being. Individual well-being exerts a powerful effect on how people deal with conflict. Team members may either collaborate or contend with one another (using either rights- or power- based styles). A right-based argument focuses on applying some standard of fairness, precedent, contract, or law. A power-based approach is characterized by the use of force, intimidation, rank, or power. Collaborative styles of conflict management are more beneficial for team performance. The type of conflict may be either the content of the task or the process of the task. Task-content conflicts are disagreements among team members’ ideas and opinions about the task being performed. Task-process conflicts are conflicts about logistical and delegation issues.

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Wageman and Donnenfelds Team (re)Design usually involves very specific, structural changes to a group, which may include how the goal is defined, who is on the team, the nature and amount of resources allocated to the team, team rewards, and norms of conduct. Task process coaching is coaching that helps the team perform better via changes in effort, strategy, and talent. Task process coaching might include developing team member’s skills, improving the communication system, and so on. Conflict process coaching is direct intervention in a team to improve the quality of conflict the team is having. Changing the individual is individual-level training with the goal of making specific team members more tolerant, thoughtful, and capable when they disagree with others.

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Managing Conflict Compete - An individualistic approach where team members try to get the outcome that benefits them the most. Compromise - When team members each get ½ of what they want. Collaborate - When team members try to find a solution that is best for everyone. Accommodate - When team members give in to others. Avoid - Where team members don’t discuss (or ignore) the issue.

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Norms of Fairness A large amount of team conflict stems from people feeling ignored, overlooked, or misunderstood. Team members are concerned about justice and fairness. Here are a few methods for fairness in teams: Equity method : benefits should be proportional to each team members’ contribution (for example, the person doing the majority of the work should get the majority of the rewards). Equality method : All team members should be rewarded and punished equally. Need method: benefits should be proportional to team members’ needs.

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Minority and majority conflict Influence teams by : Direct influence: enticing other members to adopt a position. Indirect influence: majority member(s) privately agree with the minority. Compliance: attitude or behavioral change by direct influence. Conversion: attitude or behavioral change as a result of own thinking. Sleeper effect: When a change occurs late due to conversion. Members may actively dissociate from minority to avoid rejection and ridicule. This may cause an attitude change on related topics. Benefits : Teams make better decisions due to a minority viewpoint present and expressed. Teams consider multiple perspectives. Minority view holders experience an increase in integrative thinking. Stimulate divergent thinking, even when wrong about the issue. “Harassed” minorities are viewed more positively due to the courage hypothesis . A persistence in the face of hardship comes off as sincere, and courageous.

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Cross-functional teams and conflict Teams from multiple disciplines (i.e.: engineer, architect, contractor) Diversity is beneficial, but can also cause conflict. Representational Gaps give rise to conflict regarding the definition of the team problem. To close the gaps a team should share a collective understanding about the problem. Achieved through education or experience to learn of other’s perspectives