team2.pptx
Internal Conflict
Group J
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Analysis
65% of performance problems are from strained relationships (Dana Measure of the Financial Cost of Conflict)
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Not all conflict is bad, but when conflict turns dysfunctional is when it becomes a problem. Dysfunctional problems are detrimental and interfere with performance
According to the "Dana Measure of the Financial Cost of Conflict," over 65% of performance problems result from strained relationships and not from deficits in individuals' skills
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Analysis
Causes of conflict
Personality
Value differences
Goals
History/Negative experience
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Relational Characteristics
1. Personality: Agreeableness, type of personality of the people involved
2: Value differences: Are there conflicting values amongst the parties
3: Goals: If the goals are not common, the work put in can lead to conflict. There won't be the same effort from everyone
4: History/ Negative experience
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Analysis
Causes of Conflict continued
Belittling team members
Def: make (someone or something) seem unimportant
Detrimental to a team
79% of working professionals have indirectly experienced or witnessed bullying at work
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-Belittling is quite common in the workplace.
-the 79% is not a surprise because I bet everyone in here can talk about a time someone was negative directly to them or witness them being negative to a teammate or coworker
-When a group member feels unimportant, it stops their motivation to even contribute work at all
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Analysis
Causes continued
Disrespecting expectations/standards
Makes members frustrated with a team member
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-Disrespecting expectations is something we have also experience with group projects in college
-examples include telling a group to have their parts done but a certain day and one group member doesn't
-ex: a group mem
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Tips to help avoid conflict
Create a positive work environment.
Recognize the early warning signals of a disagreement.
Create a set of conflict resolution guidelines.
Never pick a side.
Resolve conflicts as soon as possible.
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Take Formal Action
- Reflect Before Reacting
Start With Your Boss Or Leader.
Encourage Diplomacy
Focus On The Conversation
Clarify the Conflict
- Internal dialogue about your internal conflict
Write out every aspect of your concerns
Why does the internal conflict exist?
Establish A Conflict Management Process
- It's all about the process
People can either go away with their intended outcome and negative feelings, or without their desired outcome and happy sensations.
Everyone's point of view was taken into account.
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Solutions
Take Formal Action
Clarify The Conflict
Establish A Conflict Management Process
Get Everyone Face-To-Face
Hear Every Side Of The Argument
Learn To Face Your Differences
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Some of the solutions we came up with are the following. First of all to take formal action. Try to fix the issues as soon as they arise. Reflect before reacting. Start with your boss or leader. Encourage diplomacy and focus on the conversation by listening to all the parts. The second solution we came up with is clarify the conflict. Internal dialogue about the internal conflict is crucial. Write out every aspect of your concerns and express them to all your team members. All the team members should respect each others viewpoints. Morevoer, another solution is establish a conflict management process. This means that before taking action on the assigned part, the team should come up with a process in case a conflict arisses. People can either go away with their intended outcome and negative feelings, or without their desired outcome and happy sensations. In this process, it is really important to take everyone's point of view into account. Another solution we came up with is to get everyone face to face. The most important factor is dealing with disputes face to face. Everything is diffused when you take a personal approach. Behind closed doors, talk it out. If at all possible, I try to take the team members involved out of the office for coffee or lunch. People relax and quiet down in a neutral environment with the addition of food; it generates an ambiance that aids in dispute resolution. In addition, another solution is to hear every side of the argument. Each party should be able to clearly define the issue and how they believe it should be resolved during the dispute resolution process. Following everyone's input, it's up to the leader to make the call and determine which path to go. The last solution we came up with is to learn to face your differences. Learning to be open to your teammate's point of view and understanding each other's differences is crucial. This will aid in the development of new ways of thinking, which can result in improved team performance. It's all about transforming a problem into a desire to take on new tasks. After all, "people intelligence" and leadership are at the heart of business.
Thank you so much for everyone’s attention. Does anyone have any questions?
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References
Deutsch, M. (1994). Constructive conflict resolution: Principles, training, and research. Journal of social issues, 50(1), 13-32.
Large-Moran, Pamela. CRS Atlantic. (Sept. 2012). Is the High Cost of Conflict Affecting Your Company's Bottom Line.
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