• Critique a team for its degree of effectiveness.
• Assess the effectiveness of conflict management techniques.

Overview

This module’s discussion topics address the importance of effective team-building and conflict resolution.

Successful teams are able to combine their individual talents, knowledge, and skills to increase effectiveness, efficiency, and be able to apply innovative solutions to challenging problems. They work towards a single, common goal. Even if each individual has individual goals, the team goal supersedes the individual goals. To build a successful team, each member must be committed to making the team successful.

Conflict occurs when two opposing parties have interests or goals that appear to be incompatible (Robbins, 1986). There are a variety of sources of conflict in team, committee, work-group, and organizational settings. For example, conflict can occur when group or team members have strong differences in values, beliefs, or goals; have high levels of task or lateral interdependence; are competing for scarce resources or rewards; are under high levels of stress; or face uncertain or incompatible demands (i.e., role ambiguity and role conflict) (Yukl, 1989). Conflict also can occur when leaders act in a manner inconsistent with the vision and goals they have articulated for the organization (Kets de Vries & Miller, 1984). Of these factors contributing to the level of conflict within or between groups, teams, or committees, probably the most important source of conflict is the lack of communication between parties (Thomas & Schmidt, 1976). Because many conflicts are the result of misunderstandings and communication breakdowns, leaders can minimize the level of conflict within and between groups by improving their communication and listening skills as well as spending time networking with others (Yukl, 1989) (Hughes, Ginnet, & Curphy, 1999).

The idea behind managing conflict is not to prevent the sharing of ideas, but to handle conflict in a constructive manner (Rayeski & Bryant, 1994). Teams must learn to share different perspectives and ideas without destroying the team.

References

• Rayeski, E., & Bryant, J. D. (1994). “Team resolution process: A guideline for teams to manage conflict, performance, and discipline” in M. Beyerlein & M. Bullock (Eds.), The International Conference on Work Teams Proceedings: Anniversary Collection. The Best of 1990 – 1994. Denton: University of North Texas, Center for the Study of Work Teams. 215-221.

Action Items

Note: Your first posting is to be posted no later than Wednesday of the third module of class.

1. Complete your required reading. Reflect on the concepts presented.
2. Read the rubric.
3. By Wednesday, write a 200-250 word response to your assigned topic. Include citations as appropriate, and follow APA guidelines (Links to an external site.)
4. • 1. Reflect on a time when you were part of a team in your workplace. Think about:
        1. The characteristics of an effective team.
        2. The effectiveness of the team.
        3. How did the team leader build cohesiveness? What strategies were used?
     2. Write a 200-250 word response that includes the following:
        1. Creates a list (5-7 items) of the characteristics of an effective team.
        2. Describes a team situation in which you took part.
        3. Considers how an effective leader could best manage the situation.
     3. What recommendations would you make to improve the effectiveness of this team next time? (What team-building skills will you employ now that you know them?)