Conflict Resolution

Of course, any team dynamic becomes susceptible to conflict. Conflict is a normal factor that comes forth in the team process. If we know it is a normal part of the team process, our team must develop and anticipate conflict resolution strategies. Much has been written and studied when it comes to team conflict.

In the text Tools for Teams, two types of team conflict are cited: emotional conflict and cognitive conflict. In an emotional conflict, personal feelings can intrude on the team dynamic or goal, causing conflict among members. An emotional conflict can be defensive and personal. It is often the result of anger, personality clashes or ego. In a cognitive conflict, the motivation is depersonalized. Cognitive conflict often results from arguments about planning or ideas, with the conflict not arising from personal feelings. As a result, creativity can be a by-product of cognitive conflict. As opposed to emotional conflict, cognitive conflict can actually benefit the team in the long run.

But how do we, as team members deal with this and other types of conflict? One method, also outlined in the text Tools for Teams, would be to convert or even transform emotional conflict into cognitive conflict. How is this done? Several approaches are cited in the text. One crucial element is to have a manager or team leader to get the team to agree on a common goal or shared vision. If every member of the team can clearly see that they are all there for the exact same purpose, more team results can come to fruition. Another important element to converting the type of conflict is to establish an actual forum to get the conflict out in the open. Whether this means scheduling an emergency meeting, or a company retreat, a physical place and format is critical in resolving team conflicts.

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The phenomenon of conflict is almost inevitable, and it will pop up in almost any team environment. The Phases of conflict management were outlined by Johnson