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Team Conflict Resolution Strategies

Mike and Jill have an ongoing conflict stemming from their differing views on teamwork and management styles. Mike, who has been with the company for 22 years, prefers an individual approach while Jill favors collaboration. Each views the other as the source of the problem. If they were to address it themselves, a collaborative compromise would be best but given their entrenched positions, mediation may be needed. As their manager, Adam should try to get them to see each other's perspectives and find an agreeable solution, possibly with training to prevent future conflicts over organizational changes. A feminist approach would emphasize communication, emotions and collaboration rather than the competitive dynamic currently seen between Mike and Jill.

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Qua Kennedy
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136 views5 pages

Team Conflict Resolution Strategies

Mike and Jill have an ongoing conflict stemming from their differing views on teamwork and management styles. Mike, who has been with the company for 22 years, prefers an individual approach while Jill favors collaboration. Each views the other as the source of the problem. If they were to address it themselves, a collaborative compromise would be best but given their entrenched positions, mediation may be needed. As their manager, Adam should try to get them to see each other's perspectives and find an agreeable solution, possibly with training to prevent future conflicts over organizational changes. A feminist approach would emphasize communication, emotions and collaboration rather than the competitive dynamic currently seen between Mike and Jill.

Uploaded by

Qua Kennedy
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

Quay Kennedy

Organizational Comm

October 22, 2020

CH 9 Case Study

Case Study Questions the Problem with Teamwork

[Link] kind of predispositions are Mike and Jill taking into this conflict situation?

How might these predispositions influence the way they frame the conflict and the

way they approach each other?

Mike and Jill are both bringing distrust for one another, generational or age

differences, and pride into this conflict situation. They view each other as enemies

and place all the blame on each other, neither one taking any responsibility in the

matter. Mike thinks that Jill and the members in the engineering department are

snobby and unwilling to listen to him and the other members of the manufacturing

department. Jill believes she has to be a team player and assertive to be successful

in an industry dominated by men. Mike has been with the company for 22 years

and is 30 years older than Jill. He perceives himself to be in a higher position of

power then Jill because he has been there longer and is much older than her. He

prefers the old way of operating as individuals rather than taking a team approach

He's comfortable in his way of operating and is reluctant to change, already


convinced it will not work because of Jill and her department. Jill is trying to be a

team player but her conflict with Mike is making it difficult for her to be successful

and she believes this is because of Mike. Each of them feels disrespected and that

their problems are not important to the organization.

These predisposed factors will affect the way they frame the intergroup

conflict and how they approach each other. Informal discussions have not been

able to resolve their conflict thus far and Mike and Jill perceive each other as

enemies. They clearly express incompatibility in their organizational roles and it is

beginning to be noticed by management and hinder the organizational productivity

for their team. Their conflict has also been furthered by poor decision-making on

the part of management. If they had properly introduced the team management

system and provided the appropriate training, this conflict may have been resolved

before it escalated to this point.

[Link] Mike and Jill were to attempt to deal with this conflict on their own, what

conflict style would you recommend? Given what you know about Jill and Mike,

do you think they would use an effective conflict resolution style?

If Mike and Jill were going to attempt to deal with this conflict on their own,

I would recommend a collaborative compromise so each one could be satisfied

with the resolution and not feel as though they had to abandon their position or

underlying concern of the effectiveness of a team approach. A collaborative


compromise would have Mike and Jill meeting in the middle and deciding on a

mutually beneficial solution.

Based on what I know about Mike and Jill, I do not think they would be able to

find an effective style of conflict resolution. I feel they have tried the avoidance

resolution strategy for too long, demonstrating little to no concern for one another's

needs. They have allowed the conflict to escalate too high without attempting an

effective resolution, to the extent that it is interfering in every aspect of their lives.

Each one is fully convinced that the other is completely to blame, so I believe the

only effective resolution at this point would be mediation.

[Link] you were Adam, how would you approach this conflict? What strategies

should you use to help Mike and Jill deal with their ongoing problems? Would you

consider bringing in a mediator to help them work through their issues?

If I were Adam, I would first attempt to identify and resolve the issues

between Mike and Jill. At this point in their conflict, it seems vital that each of

them is able to express how they feel, why they feel that way, and a resolution that

would be satisfactory for each of them. I think a Human Resources strategy would

be a good first start and try and get the two parties to arrive at a solution that is

acceptable to both sides. I would also advise them that the next step would be to

refer the conflict to higher management or have someone come in and resolve the
conflict for them, taking away their chance to fix it themselves in a way favorable

for both of them. Ideally, I would like to get them to a point of integrative

bargaining, where their interest is in a resolution that would be a benefit to each

other rather than just reaching a solution that benefits them as individuals. I think a

collaborative solution would show progress for them as a team which could set a

good example for the rest of the organization.

I would also attempt to use this as a learning example and gather research material

to decrease or avoid future conflicts related to the new team operating procedures

to benefit the organization as a whole. Management does bear some responsibility

in the conflict because the new team operating process was not presented correctly

nor were the employees trained correctly. I would arrange for a training seminar

for everybody involved in the team, so everybody is aware of their respective

duties as well as the overall goals for the organization. There would be policies and

procedures supporting the training material so future production of the

organization does not suffer.

[Link] would a feminist approach to conflict see this situation? Is it possible to use

an alternative model that would recast this situation in a more productive frame?

The feminist approach is a model that supports and emphasizes


communication of issues, consideration of emotions, and collaborating to find a

resolution between the conflicting parties the feminist approach would see this

situation as very much still masculine-like, with each

party competing to win and benefit only themselves with no regard for the

other person or the organization as a whole, and Jill justifying and reasoning her

position using her gender as a principle factor by thinking part of Mike’s problem

with her is that she is a female. If the two parties could have approached the

situation with the idea of a compromise in mind, things would have been more

productive. Both parties seem headstrong and determined as well as confident in

their position in the conflict. Given their personality types, I do not know that the

situation could have started in a different approach or frame. Instead, it escalated to

the two viewing each other as the enemy and their concern became only about each

of them winning rather than resolving the conflict for their own benefit as well as

the rest of the organization’s employees or productivity.

Common questions

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Poor decision-making in introducing a new team management system risks miscommunication, resistance to change, and deteriorating trust among employees, as seen in the conflict between Mike and Jill. This oversight can lead to reduced productivity, increased employee dissatisfaction, and repeated conflicts. Addressing these risks requires management to invest in thorough training and communication strategies that outline the vision, benefits, and expectations of changes, along with continuous support systems for employees to adjust smoothly .

The organizational culture and management have exacerbated the conflict by improperly introducing and training employees on the team management system, failing to equip Mike and Jill with the tools to operate effectively within the new framework. This lack of proper guidance and support has led to misaligned expectations and inadequate conflict resolution skills, allowing distrust and hostilities to escalate. Management's oversight in adequately addressing these issues has hindered organizational productivity and contributed to the conflict's intensity .

Training seminars can mitigate future conflicts by clearly defining roles, responsibilities, and goals within the new team operating procedures. This clarity would reduce misunderstandings and mismatched expectations, fostering a supportive environment for teamwork. Comprehensive training would also provide employees with conflict resolution skills, helping prevent escalation and facilitating smoother adaptation to organizational changes. By establishing policies to reinforce these principles, an organization can sustain improved communication and collaboration .

From a feminist perspective, the conflict is seen as a result of traditional masculine frameworks focused on winning rather than resolving issues collaboratively. This approach would emphasize open communication and emotional consideration, aiming for a collaborative resolution benefitting both parties and the organization. The feminist lens critiques the gender dynamics at play, suggesting that the conflict is partially fueled by Mike's potential discomfort with Jill's female presence in a traditionally male-dominated environment. Encouraging a reframing of the situation to foster compromise and mutual understanding could lead to more productive outcomes .

Resolving Mike and Jill's conflict through integrative bargaining could lead to solutions that satisfy both parties' needs, fostering cooperation and enhancing team cohesion. It would help move away from individualistic problem-solving towards a more team-oriented approach, aligning their interests with organizational goals. Success in this strategy could serve as a model for resolving future conflicts and demonstrate the benefits of collaborative solutions, ultimately improving organizational productivity and morale .

Mike's adherence to traditional methods and Jill's assertive approach in a male-dominated field highlight personality traits that complicate their conflict resolution. Mike's resistance to new methods stems from his comfort in established routines and perceived authority due to seniority, while Jill's determination to prove herself may lead her to confrontational scenarios. These traits create a battleground rather than a platform for amicable resolutions. Their entrenched positions and lack of empathy exacerbate their inability to find common ground .

Effective mediation for Mike and Jill's conflict should involve a neutral mediator facilitating open communication, helping both to articulate their feelings and rethink their blame-focused narratives. The mediator would guide them towards recognizing common interests, such as team and organizational success, and fostering empathy. It is crucial to establish ground rules for respectful dialogue and cooperative problem-solving. Mediation processes should emphasize integrative bargaining, potentially reversing their long-standing avoidance strategy and paving the way towards a lasting resolution .

Mike and Jill's predispositions are characterized by distrust, generational differences, and pride. Mike views Jill and her department as snobby and unwilling to listen, while Jill feels she must be assertive to succeed in a male-dominated industry. Mike's perception of seniority and preference for traditional methods clashes with Jill's efforts to embrace teamwork, leading both to view each other as adversaries and to blame each other entirely. These predispositions shape a conflict-framing focused on enemy perception and incompatible roles, affecting their willingness to find common ground .

A collaborative compromise may not be effective because Mike and Jill have allowed their conflict to escalate without attempting meaningful resolution, indicating a deep-seated mistrust and lack of concern for each other's needs. They have relied on avoidance for too long and blame each other entirely. An alternative strategy would be mediation, where a neutral third party could facilitate communication and help them express their feelings and agree on a mutually beneficial solution .

As a manager, the first step would be to facilitate open communication between Mike and Jill, allowing them to express their feelings and desired resolutions. Implementing a Human Resources strategy to mediate and find a jointly acceptable solution would be critical. If this fails, involving higher management or professional mediation could be necessary. Additionally, addressing management's role by offering proper training on team management systems and setting policies to avoid similar conflicts in the future is vital .

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