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Cognitive - conflict aimed at issues, ideas, principles, or process Affective - conflict aimed at people, emotions, or values His studies showed the presence of both types in any group setting; but he's clear to explain that cognitive conflict is constructive, while affective is destructive (Brockmann, 1996).Another researcher, Capozzoli (1995), reinforces this by describing the outcomes of constructive and destructive conflict: Constructive conflicts exist when: • People change and grow personally from the conflict • The conflict results in a solution to a problem • It increase involvement of everyone affected by the conflict • It builds cohesiveness among the members of the team Destructive conflicts exist when: • No decision is reached and problem still exists • It diverts energy away from more value-add activities • It destroys the morale of the team members • It polarizes or divides the team • Team Member Preparation Teams are a powerful force in organizations. They are assembled to tackle complex and strategic issues within a company. Often the membership is a select group of people from different departments, each with special skills or talents to solve a particular problem. However; what is often lacking is training in the core competencies of working on a team. In order for a team to be successful, it is essential that members know the basics of conflict resolution, delegation, and consensus building (Convey, 1994, p. 13). Without these skills, each member must rely on whatever they've learned on their own, or the facilitator's skills in moving the team through these struggles. This is not an ideal way to manage teams, and reduces the synergistic benefits of teambased activities. 254
Dual concern model of conflict resolution The dual concern model of conflict resolution is a conceptual perspective that assumes individuals’ preferred method of dealing with conflict is based on two underlying themes or dimensions: A concern for self (i.e. assertiveness), and A concern for others (i.e. empathy). According to the model, group members balance their concern for satisfying personal needs and interests with their concern for satisfying the needs and interests of others in different ways. The intersection point between these two dimensions ultimately lead individuals towards exhibiting different styles of conflict resolution (Goldfien & Robbennolt, 2007). The dual model identifies five conflict resolution styles/strategies that are mentioned below: 1. Avoidance conflict style Characterized by inaction and passivity, avoidance conflict style is typically used when an individual has reduced concern for their own outcomes as well as the outcomes of others. During conflict, these avoiders adopt a “wait and see” attitude, often allowing conflict to phase out on its own without any personal involvement (Bayazit & Mannix, 2003). Unfortunately, by neglecting to address high-conflict situations, avoiders risk allowing problems to fester out of control. 2. Yielding conflict style In contrast, yielding or “accommodating” conflict styles are characterized by a high concern for others while having a low concern for one’s own self. This passive prosocial approach emerges when individuals derive personal satisfaction from meeting the needs of others and have a general concern for maintaining stable, positive social relationships. When faced with conflict, individuals with a yielding conflict style tend to give into others’ demands out of respect for the social relationship (e.g., to maintain group unity) because they believe being “agreeable may be more important than winning” . 3. Competitive conflict style Competitive or “fighting” conflict style maximizes individual assertiveness (i.e., concern for self) and minimizes empathy (i.e., concern for others). Groups consisting of competitive members generally enjoy seeking domination over others, and typically see conflict as a “win or lose” predicament. Fighters tend to force others to accept their 255
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Cognitive - conflict aimed at issues, ideas, principles, or process<br />
Affective - conflict aimed at people, emotions, or values<br />
His studies showed the presence of both types in any group setting; but he's clear to<br />
explain that cognitive conflict is constructive, while affective is destructive (Brockmann,<br />
1996).Another researcher, Capozzoli (1995), reinforces this by describing the outcomes<br />
of constructive and destructive conflict:<br />
Constructive conflicts exist when:<br />
• People change and grow personally from the conflict<br />
• The conflict results in a solution to a problem<br />
• It increase involvement of everyone affected by the conflict<br />
• It builds cohesiveness among the members of the team<br />
Destructive conflicts exist when:<br />
• No decision is reached and problem still exists<br />
• It diverts energy away from more value-add activities<br />
• It destroys the morale of the team members<br />
• It polarizes or divides the team<br />
• Team Member Preparation<br />
Teams are a powerful force in organizations. They are assembled to tackle complex and<br />
strategic issues within a company. Often the membership is a select group of people<br />
from different departments, each with special skills or talents to solve a particular<br />
problem. However; what is often lacking is training in the core competencies of<br />
working on a team. In order for a team to be successful, it is essential that members<br />
know the basics of conflict resolution, delegation, and consensus building (Convey,<br />
1994, p. 13). Without these skills, each member must rely on whatever they've learned<br />
on their own, or the facilitator's skills in moving the team through these struggles.<br />
This is not an ideal way to manage teams, and reduces the synergistic benefits of teambased<br />
activities.<br />
254
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