Sunday, November 17, 2019
Training on Conflict resolution strategies in Team Dynamics Essay Example for Free
Training on Conflict resolution strategies in Team Dynamics Essay The necessity of this training            Disagreements with how one sees life situations are just a few of the reasons that conflicts happen so ordinarily. Just as conflicts are also integral parts of daily existence so does negotiating through them (Amason, 1996; Amason, Thompson, Hochwarter, Harrison, 1995). Studies reveal that there is â€Å"no one size fits all†when it comes to navigating the disagreements and weather through storms where conflicts are concerned. However, there are principles that are observed when successful conflict management has taken place. Conflicts therefore must be confronted and understood at the individual level where a person experiences inner personal struggles at varying degrees. However, a short training tackles in detail a much larger picture as it attempts to provide a succinct look at conflict resolution strategies in the area of team dynamics by examining, describing and explaining various concepts as to the understanding of these significant concepts. Objectives for the training of communication To understand the nature of conflict as it arises in individual situations and in teams. Individual personal conflicts are inevitable occurrences that are usually taken for granted because of its â€Å"ordinariness.†Unless people undertakes a formal study on conflict management, he/she goes through life hitting and missing (at most) at ways of resolving issues and inner conflicts and in all probabilities, somehow manages to escape conflicts. The following important features in team dynamics are specifically indicated and described because these are crucial points in developing effective management of conflicts and developing efficient team dynamics. To reap the Benefits of working teams in relationship to conflict resolution strategies            Working teams in relationship to conflict resolution strategies provide benefits including personal and team growth as team members acquire insights with relationships and how these relationships are utilized to better reach worthwhile goals. In addition, working teams have optional choices rather than solitary attempts at confronting conflicts, such as higher possibility arriving at the solutions of the problems, promoting cohesiveness among the team, and increasing the involvement or participation of members. To identify the different Types of Conflict            Based on the study presented by Johnson (2005), few researches actually â€Å"describe how to identify conflict.†There are seven types of conflicts depending on â€Å"who is in conflict with whom†(Fisher et al, 1995; in Johnson, 2005). These are:            ~an individual with inner conflicts totally unrelated to the team but whose best performance for the team is not achieved due to the personal problem, thus influencing the whole team            ~two distinct members are in direct conflict with each other            ~one against all members            ~all against one member            ~a lot of members against a lot of others as well            ~one whole team as against another team            ~all of the team as against one person not a part of the team. To explain ways of Managing, preparing or preventing Conflict            Since conflict and disagreements are integral to the growth and performance of teams, it is therefore necessary that individual members and as a group, go through an education process to understand the nuances of conflict. They necessitate the learning to distinguish what healthy debates are, brainstorming and normal exchange of ideas which are important to team achieving corporate goals (Johnson, 2005). Studies by Tjosvold and colleagues (1999) show that when disagreements are brought into the open and talked about, conflicts are minimized and feelings of frustration, anger and doubts or suspicions are abated. Solutions to conflict            Employing a conflict checklist can be an excellent ingredient as well in resolving and minimizing the incidence of conflict. III. Identify Types of Instructional methods you will use and why            The best method that will be used is the seminar-workshop type which showcases the sort of brief lecture/discussion type followed by a question and answer portion. The workshop aspect will be the demonstration on activities that will enhance closeness of the relational and emotional aspect of the team’s association and promote self-understanding and self-awareness as well. Team communication and conflict are best understood when games and activities are tied up or incorporated as part of the challenge that the group will undertake. Discuss how you would tie the training into performance.            After the discussion of the lecture on conflict and strategies that are going to be developed by individuals and groups, it is expected that these are skills that are not learned overnight. However, there are expectations that the insights must be applied during the next few days or weeks. The kind of training that is illustrated here is expected to be clearly applicable and transferable wherever the participants maybe. Training for conflict resolution strategies in team dynamics will not be that easy but the determination must be there for the participants to see real results.     References Amason, A. C. (1996). Distinguishing the effects of functional and dysfunctional conflict on strategic decision making: Resolving a paradox for top management teams. Academy of Management Journal, 39(1), 123-148. Amason, A. C., Thompson, K. R., Hochwarter, W. A., Harrison, A. W. (1995). Conflict: An important dimension in successful management teams. Organizational Dynamics, 24(2), 20-35. Bens, I. (1997). Facilitating conflict. In M. Goldman (Ed.), Facilitating with ease! (pp. 83-108). Sarasota, FL: Participative Dynamics. Davison, Sue Canney. 2003. Creating Working Normas and Agreements. Accessed May 25, 2008 www.genderdiversity.cgiar.org/CreatingWorkingAgreementsDavison3.doc Fisher, K., Rayner, S., Belgard, W. (1995). Tips for teams: A ready reference for solving common team problems. NY, NY: McGraw-Hill, Inc. Jennsen, O., Van De Vliert, E., Veenstra, C. (1999). How task and person conflict shape the role of positive interdependence in management teams. Journal of Management, 25(2), 117-141. Johnson, Debbi-Wagner. 2005. Managing Work-Team Conflict: Assessment and Preventatve Strategies. Center for Collaborative Organizations, University of North Texas. All rights reserved. Rayeski, E., Bryant, J. D. (1994). Team resolution process: A guideline for teams to manage conflict, performance, and discipline. In M. Beyerlein M. Bullock Tjosvold, D., Morshima, M., Belsheim, J. A. (1999). Complaint handling on the shop floor: Cooperative relationships and open-minded strategies. International Journal of Conflict Management, 10(1), 45-68.
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