Gen 300

"There is immutable conflict at work in life and in business, a constant battle between peace and chaos. Neither can be mastered, but both can be influenced. How you go about it is the key to success" (Phillip Night 20th century businessman) A team, theoretically, should work like a well-oiled machine. Like a state of the art machine most enlightened people should be able to function peacefully for the stated purpose of geting the job done. However, oil can be forgotten, a scheduled maintenance item missed, and the machine slows or stops altogether. The same happens in a team. If one person is upset with another person, something gets lost or undone; progress and productivity will slow or disintegrate to nothing creating chaos or conflict. Resolving this conflict is paramount, and should take into consideration the ideas and philosophies of the members of the team, thereby moving forward with the common goal of peace.. Resolution occurs when sources are identified, choices in how we respond are made, and by instituting and recognizing preventative measures.

When dealing with conflict it is important to have a global understanding of the sources of conflict. These sources include perceptions, miscommunication, and irrational beliefs.

In our daily lives we often formulate perceptions based on how someone is dressed, does their hair, the car they drive or the street upon which they live. These assumed perceptions range from their socioeconomic position to how they may or may not perform in job or on a team. These perceptions are dangerous to act upon, as each person is an individual despite their outward projections. We all know the age-old adage about assumptions as well as "don't judge a book by its cover". Often people DO perform despite their situations or outward appearances.

It is equally dangerous to formulate perceptions based on cultural perspectives. It is true that certain cultures do have some universal truths in general. However, these do not always apply to individuals, and the degree to which these cultural influences are present will vary widely from person to person. Variance will also occur due to where one was raised. For instance someone from another country that was raised in the United States will most likely have a more western methodology than if they were raised in their own country. Again, "don't judge a book by its cover". Allow team members to show themselves over time and take the time to get know the members of your team.

Miscommunication can be de-motivating and debilitating to a team. Miscommunication will often result in decreased productivity and missed deadlines. When you are communicating tasks, goals, expectations etc to your teammates, be concise and clear, over communicate. You may know what you want and understand what you are saying, but others may not hear it the same way. As a communicator always leave room for questions and be prepared to have to explain something a couple of different ways and multiple times. As a listener, never fear asking questions. If you do not understand the answer, keep asking questions until all parties are on the same page and make sure that every one is on the same page.

Irrational beliefs can quickly turn a small conflict into a large one. Some commonly held beliefs are: conflict is bad and is to be avoided, "them vs. us", there is a perfect solution, and one must approve of the solution in order to accept it. All of these beliefs stem from one sidedness and inflexibility. They are ultimately selfish and do not serve a team environment. In work teams, everything is about a common goal or project. Nothing is personal. Suspending ones self defense mechanisms, unless personally attacked, is necessary in a team environment in order to focus on the goal that ultimately will benefit all parties. Personal attacks should, theoretically never occur, if one looks at whether they are about to respond based on an irrational belief or there is truly some issue that needs to be address calmly and by the team as whole from a solutions oriented perspective, not from a "them vs. us" perspective.

Many people ask them selves whether conflict is normal. People historically had utilized two kinds of response to conflict: fight or flight. Humans react to threats with a general response of the sympathetic nervous system, which sends messages to the adrenal glands activating the release of adrenaline. This chemical reaction increases the pulse, heart rate, muscle tension and blood pressure preparing for flight or fight. This is the primitive reaction invoked in response to confrontation or danger. At this point, a decision is made to flee the scene or become combative. Based on the 1920's Traditional View of conflict, the most common reaction of individual's in a workgroup would be to withdraw and largely avoid conflict at all costs. Conflict was viewed as bad and a considered a result of ineffective performance. In a case where a manager's performance was unproductive and prohibited the team's cohesion, one would presumably fire the manager and solve the problem.

As we became more educated and experienced with group dynamics, we have developed, as an alternative, the intelligence and skills to understand that conflict is a natural, inevitable part of being human. This brought about the Human Relations View. This perspective, which spanned from the 1940s through 1970s, taught us that conflict a normal, unavoidable part of life in and out of a group scenario. "Sometimes the conflict was functional, other times dysfunctional, but it was always, present." (DeJanasz-Dowd-Schneider, 2001, pg 243)

Today's contemporary Interactionist View holds that not only is conflict inevitable but that a certain degree of tension can be helpful in keeping a group energized and creative. (DeJanasz-Dowd-Schneider, 2001, pg 243) Conflict is seen in a positive light and enhances opportunities for change in individual relationships, family, community, group interactions and at all levels of an organization.

Conflict itself is neither good nor bad; the impact depends on which way a group approaches it. Understanding that conflict will and should happen, puts a great deal of pressure on a team to address how they will deal with it right up front. Conflict can be negative and hinder any progress a team or company has made in achieving their goals. Some of the results of negative conflict can be, but are not limited to, personal insults, low self-esteem and self-confidence, anger and hostility, and unclear goals and objectives. The quality of a group is jeopardized and can be disabled if group members are inflexible and closed minded to another's point of view. To reduce the negativity of conflict, a team needs to decide ahead of time what the specific ground rules

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