Introduction
Conflicts are unavoidable in any workplace or organization, though that does not make them an ultimately negative phenomenon. Embittered relations that remain within a team after conflict resolution indicate an incorrectly chosen conflict management strategy (CMS). Therefore, it is necessary to focus on productive CMSs that aim to relieve tension and find a solution to the main problem.
Difference Between Functional and Dysfunctional Team Conflict
Not all workplace conflicts tend to obstruct or destroy healthy workplace relationships. It is called a functional conflict when team members seek to ignite creativity and innovative ideas and encounter mutual disagreements (Wobodo et al., 2020). Notably, the main characteristics of such conflicts are constructive criticism and suggestions for improving each team member’s skills and, in turn, group performance (Wobodo et al., 2020).
In the case of dysfunctional conflict, people tend to make groundless accusations and search for a guilty party (Wheelan, 2021). This type of conflict is destructive and impedes the achievement of organizational goals (Wobodo et al., 2020). Therefore, one needs to pay attention to the attributes of conflicts to identify their type and decide on the resolution strategy.
Key Causes of Conflict Within Teams
A wide range of factors may provoke a conflict within a team. Nunkoo and Sungkur (2021) distinguish communication problems, the choice of power to influence followers, organizational culture, and the lack of team coordination as the most common problems leading to disagreements. Communication issues usually include choosing an inappropriate communication channel or words that team members may interpret inadequately (Nunkoo & Sungkur, 2021). In such a case, an effective leader must conform to the team’s expectations and select a communication channel that team members prefer (Jennings & Stahl-Wert, 2016). The choice of coercive power can reduce motivation and create a strained atmosphere in the team (Nunkoo & Sungkur, 2021).
Organizational culture directly impacts the likelihood of conflicts. For instance, prioritization of individual performance over that of a team or sticking to a hierarchical structure has considerable potential to cause conflicts (Nunkoo & Sungkur, 2021). Finally, the lack of team coordination stems from internal communication problems and the inability to share tasks properly.
Conflict Resolution Strategies
The selection of an appropriate CMS depends on the individual team members involved in a conflict. One of the strategies emphasizes the necessity of realizing that all people have biased perceptions of fairness (Shonk, 2022). Since each party in a conflict believes they are right, the Biblical assumptions of forgiveness should be involved in conflict resolution. God teaches that people will always sin; thus, every person is supposed to forgive it (The Holy Bible: NIV, Matthew 18:21-22, 1993).
Another strategy suggests abandoning the us-versus-them mentality because it separates team members who are sides of the conflict (Shonk, 2022). Thus, one should pay attention to self-reflection. The Bible says to remember having a log in one’s own eye before judging someone having a speck in their eyes (The Holy Bible: NIV, Luke 6:42, 1993). Thus, when accusing the opposite side of the conflict, one needs to focus first on their mistakes.
Finally, another strategy stresses a need to identify deeper issues of disagreement (Shonk, 2022). In such a case, one should express humility instead of thrusting one’s vision of conflict (The Holy Bible: NIV, Matthew 23:12, 1993). Therefore, conflict resolution requires recognition of one’s own mistakes and readiness to make concessions.
Conclusion
To conclude, one needs to choose the relevant CMS according to the nature of the conflict and team members. There is no universal way to solve conflicts in a team. However, it may be reasonable to select multiple approaches that will satisfy the interests of all involved parties and improve team performance.
References
The Holy Bible: New International Version. (1993). HarperTorch.
Jennings, K.R. & Stahl-Wert, J. (2016). The serving leader: Five powerful actions to transform your team, business and community (2nd ed.). Oakland, CA: Berrett-Koehler Publishers, Inc.
Nunkoo, D. K., & Sungkur, R. K. (2021). Team conflict dynamics & conflict management: Derivation of a model for software organisations to enhamce team performance and software quality. Global Transitions Proceedings, pp. 1-8. Web.
Shonk, K. (2022). 5 conflict resolution strategies. Harvard Law School. Web.
Wheelan, S.A. (2021). Creating effective teams: A guide for members and leaders (6th ed.). Los Angeles, CA: Sage Publications.
Wobodo, C. C., Orianzi, R., & Oko-Jaja, B. (2020). Conflict and crisis management: A theoretical comparison. European Journal of Business and Management, 12(2), pp. 16-22. Web.