Conflict Resolution

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Conflict Resolution

The use of teams in the workplace brings a collaboration of ideas and thoughts that can produce an improved result. Teams are made of varied individuals that come from different backgrounds, experiences, and values, bringing depth and vision to projects being developed; these differences can also bring about conflict. There are varying types of conflict, some beneficial and some detrimental; likewise, there are many reasons that conflicts arise. In a team environment taking simple steps to recognize issues and keep communication among members open helps to avoid negative conflict before it can eclipse the project. Generally, this is preferable to the arduous task of conflict resolution.

I. Recognizing Conflict

Almost every team experiences conflict at some point or another. The key is to recognize conflict exists, and depending on the situation and type of conflict, employ a viable solution that will effectively negate the conflict. Many areas of conflict can lead to ineffectiveness within a team environment. Each area has its own unique set of circumstances and can affect every situation differently.




Conflict in a team environment usually is not beneficial. Conflict within the team exists because there is a problem that can debilitate the processes of the team making it ineffective. A rift between the team members may create a void or gap. It may start small, such as an individual not performing their portion of the work. This small rift can itself lead to a very large problem or it can catapult into others areas of the team processes if it is not resolved. What was once a small problem, can lead to a severe problem threatening the foundation of the team. That is why communication and the ability of team members to work cohesively are vital. The foundation of any team is the ability to communicate and act as one to complete an assigned task. When there is failure in one of these areas, the team is unable to function properly. Being able to communicate with each other will help get issues and problems out into the open. Only then will conflict be resolved.

One of the largest forms of conflict within a team environment is the lack of individual productivity; this can also be one of the easiest types of conflicts to resolve if confronted. When an individual is not performing their portion, it can have a negative affect on the other team members. A few scenarios can take place when this happens.

• The lack of production is ignored and the slack is picked up by another person or split between the team.

• The problem is confronted with this individual and a solution has been agreed to.

• The problem cannot be resolved and removal of the individual from the team is necessary.

The ideal scenario would be to confront the individual to get them to contribute. It would be harder on the rest of the team to perform the work of the individual and loosing or replacing a team member can be costly. It would take more time and money getting the new individual caught up to the current state of the team. Unfortunately, this is what has to happen to have an effective team.

Lack of leadership can be another source of team conflict. There are several types of team environments, but leadership or direction is a necessity for any team. The team must jointly direct and guide its efforts even if the team functions without a titled leader. The leadership role is to assure that the team is progressing at a rate meeting the required goal. Deadlines exist in every type of assignment or project. The guidance that the leader provides by managing the team environment is critical to assure the teams meets the deadline. The leader also helps resolve conflicts if the team cannot make the decision for themselves. The overall team effectiveness is the primary responsibility of the leader.

At times there can be members in a group which take over and try to perform all of the work or try to wield power that is not theirs to give, these types of members are classified as dominant members. The personality of an individual determines if they are going to be a dominant member. Most people understand the importance of a team concept but there are those who have the “I” mentality. This type of mentality negatively affects the team. The advantage of team-oriented endeavors includes, sharing new ideas and cooperatively completing projects, thereby reducing the load of each person. This results in a better overall project. The role that each member plays is equally important in a team.

II. Identifying Types of Conflicts

In recognizing conflict within the team environment, the team or team leader, needs to identify and understand what type of conflict exists when it evolves. The difference between conflicts affects the decision-making process and performance of the team. Two basic types of conflict are cognitive and emotional or affective. Conflict can affect a team’s performance positively or negatively.

Cognitive conflict is functional and provides good stimulus for team productivity. Cognitive conflict is identifiable by differences in perspectives, ideas, plans, or judgments in reaching a decision. Cognitive conflict involves argumentation on team-related issues stimulating creativity, innovating new ideas, or rethinking through problem issues. Quality decision-making, constructive criticism, high level of commitment, and stimulating discussion are effective attributes of cognitive conflict. Cognitive conflict is beneficial to a team’s performance when understanding issues and members accept the decisions derived through positive confrontations.

The contrast to cognitive conflict is emotional or affective conflict. As cognitive conflict is depersonalized, affective conflict is rooted with anger, personal criticism, emotions, selfishness, defensiveness, and resentment. This is a dysfunctional conflict threatening a team’s productivity. Affective conflict is evident in showing emotional persuasion, verbal attack to another team member, pointing the finger with accusations of fault, or argumentation for selfish reasons. Emotional conflict preoccupies team members in resolving personal issues instead of the team’s original commitment in accomplishing a goal. Affective conflict is detrimental to the team’s productivity and effectiveness. Poor outcomes result in the quality of decisions made and team cohesion is conflicted with emotions. Disagreements among team members can lead to negative and positive outcomes. Debates on team-related issues allow the team to grow constructively with acceptance of diverse opinions enhancing positive productivity in a cognitive conflict environment. When emotions and personal threats evolve within a team, this affective conflict obstructs team cohesion and negative productivity. Conflict causing dissatisfaction, ill feelings and lack of cooperation needs to be resolved for a team to be effectively productive.

III. Defusing Conflict

Success comes when a team is functioning well. Lack of cooperation, communication, and individual respect causes dysfunctional team behavior. When one or more team members are confused on their responsibilities, lack of identity, voice differences of values or attitudes, or selfish arguments, conflicts can surface. When conflict situations evolve, it is important that the team identify the conflict and deal in resolving the problem before it gets out of control.

Competitive conflict focuses not on a team goal or the relationships of the team members as a whole, but on selfish motives for personal needs or wants. The competitive view is a win-lose perception. In this situation, the person is forceful or assertive in their viewpoint as being the right one using argumentative style statements or persuasion to get acceptance. This type of conflict causes the team to stray away from the focus of their goal in attempting to resolve the conflicting issue. Competitive conflict affects team cohesion and lack of commitment.

Taking control of competitive conflict, the team or team leader needs to use an assertive approach presenting a clear understanding of the team’s goal and a focus on commitment to achieving it. When acknowledging a disagreement exists within the team environment, constructive action needs to take place in resolving the issue. Alternative solutions can be voiced and challenged to reach a resolution favorable to all team members. Team members lose their identity in a team environment not built on mutual respect, trust, and a positive shared vision. Handling conflict in a non-effective way causes hostility.



Minimizing conflict needs a strong identity of team members recognizing their individual efforts of performance. Hostility emerges into conflict when a person’s actions or feelings erupt as a team responds negatively, not accepting their views or ideas. Being objective, reinforcing support, team commitment, listening and having open lines of communication maximizes the welfare of the team. Team members can contribute in a positive manner and be committed if their own performance and the performance of the team as a whole can be given incentives. To preserve continuity within a team, the attitudes and commitment of each member must be positive, flexible to compromise in the decision-making process, respect values of other team members, and share the team vision. An effective team works in harmony.

In presenting a win-win situation, a team pledges to be committed to a common goal. Disagreements often arise in the decision-making process. An action plan should be in place to help in this process. If a consensus is not working, adopting a voting rule can help alleviate conflicts, by placing a voting tool mechanism the team accepts either a majority or unanimous voting rule. Team members often find fault in voting to finalize decisions due to unfairness of the votes or members collaborate towards a specific idea. Team members must agree on the adopted voting process within the decision-making process. Voting does not guarantee a resolution, but provides a way in which members can resolve within the group an outcome that is a team decision. Voting can be a good process to avoid conflicts, but it reduces the creativity among members to seek alternatives. Promoting trade-offs is not permitted insuring that no one can benefit if one gives something up to get what he wants. Not all interests are satisfied. In striving for a win-win outcome, a team must focus on priorities and resolution. A perception of what is fair for the team to succeed stimulates a team environment with positive cooperation, effective behavior, commonality, good communication, and an objective for a win-win outcome.

IV. Conflict Resolution

As varied are the personality styles of the individuals on a team, so are varied reasons that conflicts arise and the ways these conflicts can be resolved.

Negotiation is the key to many group conflicts. Negotiation involves the utilization of a third party, which has no stake in the outcome; someone who can take into consideration all the views involved and arrives at an outcome. Negotiations are a last resort when members cannot come to a consensus; the team agrees that the decision by the negotiator is final. This seems like a reasonable solution to even the most difficult situations, but even negotiation sometimes does not work. Members may have an attitude that no outcome is better than one they disagree with, i.e. if I do not get the outcome I want, then no one will get what they want either. Teams often are so caught up in what they are giving up they do not see what they are gaining. This all or nothing negotiation often does not produce the best result for either party. For instance, a group of workers wanted flexible hours, onsite day care, and an increase in pay. The company was willing to negotiate with flexible hours and onsite day care but not pay. If the workers held firm on their requirements for all or nothing, the workers’ outcome could be nothing. The company walked away from the negotiation without giving them anything.

Coalitions may seem like a way to gain the support an individual needs to sway the majority; they are generally not an effective means to solving conflicts. A coalition is when several members band together to increase their advantage against the group. Continued conflicts often arise, as the coalition must then allocate the resources they have leveraged. This point is reaffirmed by the television game “Survivor”. The forming of coalitions initially may be a means to winning the game for many, but there is ultimately only one person remaining when they are handing out the prize.



Like coalitions, problems can arise when a team determines that the best results for the majority come through voting on issues of conflict. Voting may be an effective means to resolving a conflict, but it leaves out elements of negotiation where points for both sides increase the chances that all team members will support the final decision.

Communication is the key to avoiding conflict and the best means of resolving conflicts when they arise. The most effective team attitude in resolving conflict is one of openness and trust within the group. The team as a whole is more likely to find a resolution that is fair and equitable when members on both sides of disagreement offer information supporting their views, share candidly the points negotiable, engage the group as a whole, and have ultimate goals in line with one another.

V. Fairness/Equality

When conflict arises, the heat of the moment can blind what is fair or equal in resolving the situation. Of course, we all feel our opinion is the fair or equal answer to the problem. How can we tell what should be done with this conflict? Just like anything else, what is fair is the opinion of the individual or team. There are some easily identifiable principles that can help teams consider what they feel is fair.

• Keeping things simple will allow all the team members to understand the root of the conflict. Explanations should be made very explicit so everyone can understand.

• Making sure statements are made clearly eliminates most chances of any misunderstanding.

• The decision that is made should be able to be justified by the same rules applying each time, with each person, at every situation.

• The team as a whole should consent to how these decisions are reached. Guidelines for such decisions come from what the team feels is effective in the society in which they live. These guidelines can change as the team member’s change.

• How the team comes to these decisions should be generic and applicable in any situation.

Even if all the team members feel the solution is fair or equal, it does not mean it is. Society can predicate what is the normal guideline for fair or equal, but there are several societies within our world. Each team needs to come to a mutual understanding of what they all believe to be fair or equal. If a team is together for a length of time, it is important for them to establish a good, clean reputation for being fair and equal. This builds credibility for the team and each individual team member.

Conflict is a natural part of the world we live in. Recognizing this factor and being aware of the different types of conflict will help each of us to know what might have sparked a disagreement and how to handle it. People will not always agree, but the way to defuse conflict is with clear concise communication. When we can identify conflict, learn to defuse conflict and work things out to an agreement between all the individuals involved. We can feel good about the world we live in and the team can make positive progress. If a conflict escalates, there are various ways to resolve it. The team can have a member capable in stepping back and negotiating a resolution. Bringing someone from outside the team may bring cohesion within the group. When there is conflict, most people do not see what is fair or equal to all, they only see the point of view they want to make. This is why before a conflict evolves the team should agree on how to resolve a tense situation. With all these factors in mind there is still the possibility of someone just having a bad day, and that is ok. Remember when working in a team, conflicts can happen. The entire team needs to share in resolving conflict and working together for the benefit of the team.



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