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personal views by employing competitive, power tactics (e.g., argue; insult; accuse; violence) that foster feelings of intimidation (Morrill, 1995). 4. Cooperation conflict style Characterized by an active concern for both pro-social and pro-self behavior, cooperation conflict style is typically used when an individual has elevated interests in their own outcomes as well as in the outcomes of others. During conflict, cooperators collaborate with others in an effort to find an amicable solution that satisfies all parties involved in the conflict. Individuals with this type of conflict style tend to be highly assertive and highly empathetic at the same time. By seeing conflict as a creative opportunity, collaborators willingly invest time and resources into finding a “winwin” solution. According to the literature on conflict resolution, a cooperative conflict resolution style is recommended above all others (Sternberg & Dobson, 1987; Jarboe & Witteman, 1996). 5. Conciliation conflict style Conciliation or “compromising” conflict style is typical of individuals who possess an intermediate-level of concern for both personal and others’ outcomes. Compromisers value fairness and, in doing so, anticipate mutual give-and-take interactions. By accepting some demands put forth by others, compromisers believe this agreeableness will encourage others to meet half-way, thus promoting conflict resolution (van de Vliert & Euwema, 1994). This conflict style can be considered an extension of both “yielding” and “cooperative” strategies. Resolving Conflict in Work Teams As organizations continue to restructure work teams, the need for training in conflict resolution will grow. Conflict arises from differences, and when individuals come together in teams, their differences in terms of power, values, and attitudes contribute to the creation of conflict. To avoid the negative consequences that can result from disagreements, most methods of resolving conflict stress the importance of dealing with disputes quickly and openly. Conflict is not necessarily destructive, however. When managed properly, conflict can result in benefits for a team. A major advantage a team has over an individual is its diversity of resources, knowledge, and ideas. However, diversity also produces conflict. As more and more organizations restructure to work teams the need for training in conflict resolution will continue to grow. Varney (1989) reports that conflict remained the number-one problem for most of the teams operating within a large energy company, even after repeated training sessions on how to resolve conflict and how to minimize the negative impact on 256
team members. One reason for this may be that mangers and other leaders within organizations are not giving the issue of resolving conflict enough attention. Varney's research showed that although most managers are aware of disagreements and have received training in conflict resolution, they seldom assign a high priority to solving conflict problems. With this in mind, it is critical that team members possess skills to resolve conflict among them. How conflicts arise? Conflict arises from differences. When individuals come together in work teams their differences in terms of power, values and attitudes, and social factors all contribute to the creation of conflict. It is often difficult to expose the sources of conflict. Conflict can arise from numerous sources within a team setting and generally falls into three categories: communication factors, structural factors and personal factors (Varney, 1989). Barriers to communication are among the most important factors and can be a major source of misunderstanding. Communication barriers include poor listening skills; insufficient sharing of information; differences in interpretation and perception; and nonverbal cues being ignored or missed. Structural disagreements include the size of the organization, turnover rate, levels of participation, reward systems, and levels of interdependence among employees. Personal factors include things such as an individual's self-esteem, their personal goals, values and needs. In order for conflict to be dealt with successfully, managers and team members must understand its unpredictability and its impact on individuals and the team as a whole. Conflict in work teams is not necessarily destructive, however. Conflict can lead to new ideas and approaches to organizational processes, and increased interest in dealing with problems. Conflict, in this sense, can be considered positive, as it facilitates the surfacing of important issues and provides opportunities for people to develop their communication and interpersonal skills. Conflict becomes negative when it is left to escalate to the point where people begin to feel defeated and a combative climate of distrust and suspicion develops (Bowditch & Buono, 1997). Nelson (1995) cautions that negative conflict can destroy a team quickly, and often arises from poor planning. He offers this list of high potential areas from which negative conflict issues commonly arise: • Administrative procedures: If the team lacks good groundwork for what it's doing, its members will not be able to coordinate their work. • People resources: If the team does not have enough resources to do the job, it is inevitable that some will carry too heavy a load. Resentment, often unexpressed, may build, so it is crucial that team leaders ensure adequate resources. 257
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personal views by employing competitive, power tactics (e.g., argue; insult; accuse;<br />
violence) that foster feelings of intimidation (Morrill, 1995).<br />
4. Cooperation conflict style<br />
Characterized by an active concern for both pro-social and pro-self behavior,<br />
cooperation conflict style is typically used when an individual has elevated interests in<br />
their own outcomes as well as in the outcomes of others. During conflict, cooperators<br />
collaborate with others in an effort to find an amicable solution that satisfies all parties<br />
involved in the conflict. Individuals with this type of conflict style tend to be highly<br />
assertive and highly empathetic at the same time. By seeing conflict as a creative<br />
opportunity, collaborators willingly invest time and resources into finding a “winwin”<br />
solution. According to the literature on conflict resolution, a cooperative conflict<br />
resolution style is recommended above all others (Sternberg & Dobson, 1987; Jarboe<br />
& Witteman, 1996).<br />
5. Conciliation conflict style<br />
Conciliation or “compromising” conflict style is typical of individuals who possess an<br />
intermediate-level of concern for both personal and others’ outcomes. Compromisers<br />
value fairness and, in doing so, anticipate mutual give-and-take interactions. By<br />
accepting some demands put forth by others, compromisers believe this agreeableness<br />
will encourage others to meet half-way, thus promoting conflict resolution (van de<br />
Vliert & Euwema, 1994). This conflict style can be considered an extension of both<br />
“yielding” and “cooperative” strategies.<br />
Resolving Conflict in Work Teams<br />
As organizations continue to restructure work teams, the need for training in conflict<br />
resolution will grow. Conflict arises from differences, and when individuals come<br />
together in teams, their differences in terms of power, values, and attitudes contribute<br />
to the creation of conflict. To avoid the negative consequences that can result from<br />
disagreements, most methods of resolving conflict stress the importance of dealing<br />
with disputes quickly and openly. Conflict is not necessarily destructive, however.<br />
When managed properly, conflict can result in benefits for a team.<br />
A major advantage a team has over an individual is its diversity of resources, knowledge,<br />
and ideas. However, diversity also produces conflict. As more and more organizations<br />
restructure to work teams the need for training in conflict resolution will continue to<br />
grow. Varney (1989) reports that conflict remained the number-one problem for most<br />
of the teams operating within a large energy company, even after repeated training<br />
sessions on how to resolve conflict and how to minimize the negative impact on<br />
256
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