Conflict in Families, Groups, & Virtual Teams: Negative or Positive Effects? - Essay Sample

Introduction

Families, different groups and virtual teams are facing conflict across various scopes. It is possible for a misunderstanding amongst individuals to bring about frustrating consequences. Negative or positive effects become an outcome of how different conflict types get handled. Disagreements between individuals on irrelevant matters waste time and have a continuing negative consequence on duty accomplishment and working climate. Conflict over procedures and issues is substantive and is encouraged. It helps avoid groupthink, which occurs when groups adopt solutions proposed to them quickly rather than actual critical thinking. But substantive conflict should also be handled appropriately to prevent the adverse effect.

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The management of disagreements is a bridge between the obligation to goals and outcomes. Conflict management is the ability to prevent conflict before it develops or resolving existing conflict. Reactive conflict management involves working through misunderstandings amongst members. On the other hand, preemptive conflict management encompasses establishing conditions for avoiding conflict beforehand. This paper focuses on the group dynamics theory to show conflict management through avoidance. A team comprises people of different personalities, backgrounds, ethical and moral beliefs. With this combination in a group, conflict is likely to arise. When the misunderstanding is dealt with appropriately, the result is a more cohesive and productive team.

Types of Conflicts Within the Group

Conflict is either substantive, procedural or affective. Affective disputes involve how members relate to each other and their feelings. Substantive disagreements deal with ideas and issues central to the group's tasks or goals. However, procedural conflicts include differences in views in the way the team should conduct its duties and obligations (Kolb, 2013). Procedural and substantive misunderstandings fall together in this discussion. To make a clear differentiation between conflicts concerning tasks of the group and those likely to be personal, the term affective is better referred to an interpersonal (Sorenson, 1999). Therefore, we are majoring on the management of the above two types of conflict by avoidance strategy. How these different misunderstandings get handled is very vital as it ends up affecting the overall performance of the team. The best approach is to avoid the rising of disagreements within the crew.

Interpersonal Conflicts

Interpersonal conflicts arise from personality clashes or personal animosities. At best, these differences are a distraction, and at worst, they result in a group losing focus or interest in its business. Members in long-term teams are encouraged to find ways to solve disagreements to work effectively together (Sorenson, 1999). Short-term groups have no time for individuals to engage in conflict as this may see in completion of the group's duties. Such issues, in most cases, are handled offline (Sorenson, 1999).

As a group leader, handling misunderstandings is a vital competency virtue. In avoiding such misunderstandings from arising, setting up rules and standards to guide the group is essential. Restricting members from digging into the personal lives of their colleagues is encouraged. Also, ensuring that individual differences do not arise in the working environment does a big job in avoiding emerging interpersonal conflicts (Sorenson, 1999). A leader who provides friendly working conditions where personal issues get solved offline, and inappropriate ways, lead an ultimately cohesive and very productive team.

Substantive Conflicts

Differences in opinions as to how to set objectives and duties could be catastrophic to the general operations of a team if not dealt with appropriately. In most democratic nations, people are encouraged to share their opinions without fear as long as they do not contain false or biased criticism (Agrawal & Pazos, 2012). Encouraging team members to challenge decisions on the functioning of the team helps boost their thinking and contribution to the group (Johnson, 1974). However, too much power given over the freedom of criticizing others opinions can bring about disagreements amongst each other (Sorenson, 1999). Measures in avoiding such involve a controlled team with a leader to control precisely how and when a member challenges another's idea.

Following the rules set to guide group members, penalties or fines follow for members going against the guidelines. A leader is always a strict individual in ensuring that respect and order are observed in the decision-making meetings to avoid confrontation from between individuals (Johnson, 1974). Also, discipline amongst members is essential (Sorenson, 1999). In a group where each one respects the other, cases of serious misunderstanding are rare. Also, giving equal opportunities to all members helps in ensuring minimal conflicts.

Conclusion

The outcome of this discussion suggests that upper management levels observe their behavior attitudes on decisions they make and evaluate the standards set for subordinate performance (Johnson, 1974). Individual members are also encouraged to follow discipline and respect to other members to avoid misunderstandings (Johnson, 1974). Prevention is always better than cure. The best way to manage conflicts, as seen in the discussion is to prevent them from rising beforehand. A working environment that recognizes the harmonious relationship between members always sees a more productive and healthier team (Agrawal & Pazos, 2012). Therefore, in ensuring that misunderstandings do not occur within members, it falls within each individual to uphold group rules and show respect for each other. The overall performance after avoiding conflict is desirable.

References

Agrawal, V., & Pazos, P. (2012). Conflict management and effectiveness in virtual teams. Team Performance Management: An International Journal. PDF.

Johnson, R. J. (1974). Conflict avoidance through acceptable decisions. Human Relations, 27(1), 71-82. PDF.

Kolb, J. A. (2013). Conflict management principles for groups and teams. Industrial and Commercial Training, 45(2), 79-86. PDF.

Sorenson, R. L. (1999). Conflict management strategies used by successful family businesses. Family business review, 12(4), 325-340. PDF.