Dealing_with_Team_Conflicts

Running head: DEALING WITH TEAM CONFLICTS Dealing with Team Conflicts Teneka M. Simon Strayer University Negotiation and Conflict Resolution BUS 526 Dr. Etido Akpan Dec 21, 2009 Dealing with Team Conflict Negotiation Scenarios: Dealing with Team Conflict John and Abby are supposed to be working together on a project. There is one big problem. They disagree on the results to be achieved, the parameters the solution should satisfy, and the decision criteria. In a situation like this, if John and Abby push forward, they are likely to end up ready to hurt each other. (Hopefully, that is just a figure of speech. Sometimes though, a person might wonder…) During the initial phases of negotiations, it is essential that all involved parties identify the commonalities and differences of each of the parties participating in the discussions. Therefore, all parties understand what the objective is, which is to participate on a project team. After the understanding of the assignment is clear to the individuals, the parties need to understand the purpose and scope of the project and what roles that each individual plays in making the project a success. In the case of John and Abby, what are the personal goals and objectives for this project' Each individual has a conflict with the other pertaining to the outcome, the objectives and goals, and the decisions making process. Based on the information provided, each individual has a personal agenda to satisfy either a personal achievement to acquire an additional skill set or obtain a promotion. Nevertheless, the two individuals need to put their positions aside and handle the assignment at hand. As mentioned earlier, the two need to compile a list of their needs and desires for the project on both a professional and personal levels and share them with each other. This discussion will allow both individuals to better understand the rationale for the other’s objection to the goals, decision-making process, and the overall outcome. By sharing information, John and Abby will be able to see what each other’s underlining goals are and can better access what steps to take to assure that the primary goals are met, yet completing a successful project. In the event I was the project leader of these two individuals, I will perform the following actions to resolve the conflict between the two: 1) Value the Other Party’s Opinion --- I have found that when attempting to find “middle ground” to implement a new process or introducing process improvements to our area, it is vital that all involved parties utilize “active listening.” When active listening is used during the collaborative negotiation process, all individuals involved in these efforts are committed to hearing the other parties’ views, interests, opinions, and frustrations without being biased. When you are success at listening to all involved parties communications in full without allowing your own personal perceptions and interest interfere, the discussions tend to be more productive than when individuals are always interrupting and cutting others off without hearing each other’s opinions in their entirety. 2) Another important factor that is crucial in resolving conflict within is to utilize clear, accurate communication. It has been my experience that the most prepared individuals who have researched all aspects of the projects, is most likely the individual or group that will have the better opportunity to obtain their desired outcomes. When an individual or group can communicate effectively the needs and the justification for meeting these needs versus other parties’ interest, it is sometimes difficult to state why this position should not be granted. These requests are typically granted because the speaker(s) have presented to the others their knowledge of the subject matter, which includes their interests along with all other interests and why their position would be most beneficial. 3) Finally, the identification of common goals and objectives is another important aspect that leads to a successful negotiation. Although all interested parties share common goals, there are different scenarios in which this situation will occur: “All parties will share in the results equally, the parties will share a common end but receive different benefits, or the parties will have different goals, but share in a collective effort to accomplish them” (Lewicki, Barry, & Saunders, 2007, 127). My rationale for identifying these three key elements to resolving conflict is based on the personal preference of the individuals that my group is comprised of. I know that my peers and I have several common goals and objectives that align with the company’s yearly initiatives. In addition to those shared goals, several of my counterparts share personal goals for obtaining promotions and receiving recognition for our contributions to our department and company via our yearly performance evaluations. Therefore, it is to each individual to value all other parties’ opinions and use active listening to better understand their needs and interest. Secondly, clear and accurate communication is pivotal when attempting to persuade others that your methodology for solving problems will be beneficial to all, whether parties share in the resolution equally, benefit in different ways, or share in the efforts to make the resolution work for all involved. Therefore, I determined based on skill set and the time allotted to complete the project, which of the two individuals would be the best fit to handle the required tasks. After the roles and responsibilities had been identified, then it would be up to each individual to enlist the assistance from the other member of the project team. By collaborating with these individuals, the project manager is able to meet my established deadline and assist them with meeting personal and company objectives established per their individual development plans for the year. The creation of a win-win scenario would be implemented and all parties benefited but in different ways. Reference Lewicki, R. J., Barry, B., & Saunders, D. M. (2007). Essentials of Negotiation (4th ed.). New York, New York: McGraw-Hill/Irwin.