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The section on dispute resolution is lacking the proper channels; the learning team should follow in the event of a dispute. The team charter outlines the common goal of the team. The team charter ground rules and guidelines are not focused toward dispute resolution. The team charter template leaves the team members the task of organizing the dispute resolution channels. When the proper channels are not written out clearly people are less likely to come forward and state the cause of an issue. According to Tong (2009), 74% of civil disputants reported taking no action until after the dispute explodes. The team charter should focus more on the dispute resolution aspect, so that team members know the correct channels to follow. This would avoid possible tension between team members when concerning any issues that may surface. Strategies to improve the team’s performance would be to examine all aspects of the project so that each member; knows what the expectations for him or her. Team members must realize that open communication and compromise solves conflict. Listening to other team members’ feelings and thoughts of how to handle situations will benefit the team’s progress. An underlying factor of conflict is a person’s emotions and how he or she reacts. According to Jordan and Troth (2004), all conflict whether it is functional or dysfunctional involves emotions of fear that it will not only affect an individual’s goals, also will directly affect the groups’ product. A strategy to improve a team’s cohesion is to challenge them with conflict. It can enforce the members to grow closer together and learn how to work together as a team. To raise interest in the topic of the dispute, members should increase participation in the dispute (Capozzoli, 1999). If the dispute results in a solution the team can look at the problem as a growing experience (Cappozzli, 1999). Conflict can be seen as destructive if it diverts the energy of the group onto other unrelated topics. Also it can detach members resulting in the individual member feeling as he or she is not a part of the team. Finding the root of the disagreement may be difficult when it involves an individual’s emotions (Cappozzli, 1999). A way to defuse these emotions, parties involved should separate until emotions have calmed (Cappozzli, 1999). All members must be willing to discuss the matter and try to understand the other person’s perception of the situation. If this cannot be done a neutral third party should be brought into work through the situation. When the team reaches a solution, the team should evaluate the decision to make sure that it is an adequate clarification to the disagreement (Cappozzli, 1999). The final evaluation will be if all parties are willing to work together after the team makes the final decision on a solution. The resolution efforts of the team could be decreased if the members continue working together but do not understand and agree with his or her team members’ perspective (Cappozzli, 1999). The team can resolve problems by seeking third party or management involvement (Cappozzli, 1999). The involvement of a third party will help produce a positive outcome. Reference Cappozzoli, T. K. (1999). Conflict resolution--a key ingredient in successful teams. Supervision, 99(11), 14-16. doi:MasterFILE Premier/EBSCOhost Jordan, P. J., & Troth, A. C. (2004). Managing Emotions During Team Problem Solving. Human Performance, 17(2), 195-218. Doi: Business Source Complete/EBSCOhost Tong, Y. (2009). Dispute Resolution Strategies in a Hybrid System. China Review, 9(1), 17-43. Doi: EconLit/EBSCOhost