Resolve conflict and perform well

Solve conflict effectively and achieve top performance

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How to resolve team conflict and improve team performance

Overview of conflict

Conflict pretty much is unavoidable when you work with others. It’s something that exists in every organization or group. This is because people have different viewpoints and under certain circumstances, those difference could be the trigger to conflict. Differences sometimes escalate disagreement to conflict. So conflict always exists and a team’s goal is to achieve results. The only sensible questions would be: how we work out those conflicts so that our work will not be affected, but instead we could deliver top performance and result.

Managing conflicts could be challenging sometimes but if it is done well, a particular company will potentially grow fast and be of high stability. This is because, the methods of managing conflicts determine whether it works to the team’s advantage or contribute to negativity, therefore demise.

Conflict can be constructive as long as it is managed and dealt with directly and quickly. By respecting differences between people, being able to resolve conflict when it does happen, and also working to prevent it, you will be able to maintain a healthy and creative team atmosphere. The key is to remain open to other people's ideas, beliefs, and assumptions. When team members learn to see issues from the other side, it opens up new ways of thinking, which can lead to new and innovative solutions, and healthy team performance.

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Understanding what causes conflict

The major source of conflicts of a team are namely from goals not agreed upon, disagreement of the project’s priorities and conflicting schedules. This is normal because an organization usually has many projects at hand and employees often find themselves overworked, not appreciated or taken advantage off. Sometimes they lack motivation to work with their team members for reasons such as discriminations, stereotypes, racism, or ignored. You can choose to ignore it, complain about it, blame someone for it, or try to deal with it through hints and suggestions; or you can be direct, clarify what is going on, and attempt to reach a resolution through common techniques like negotiation or compromise.

It's clear that conflict has to be dealt with, but the question is how: it has to be dealt with constructively and with a plan, otherwise it's too easy to get pulled into the argument and create an even larger mess. Conflict isn't necessarily a bad thing. Healthy and constructive conflict is a component of high-functioning teams.

Conflict arises from different people, the same difference that makes teams more effective. When people with varying viewpoints, experiences, skills, and opinions are put together and tasked with a project or challenge, the combined effort can surpass what any group of similar individual could achieve. Team members must be open to these differences and not let them rise into full-blown disputes. Understanding and appreciating the various viewpoints involved in conflict are key factors to the solution. These are key skills for members to develop. The important thing is to maintain a healthy balance of constructive difference of opinion, and avoid negative conflict that's destructive and disruptive.

Resolving conflicts

Step 1: Prepare for Resolution

Recognize the conflict – The conflict has to be acknowledged before it can be achieved and determined. The propensity is for people to ignore the first signs of conflict, possibly as it seems small, or is difficult to differentiate from the normal, well argument that teams can flourish on. If you are concerned about the conflict in your team, debate it with other members. Once the team distinguishes the issue, it can start the process of steadfastness.

Discuss the impact – As a team, discuss the impact the conflict is having on team undercurrents and performance. Agree to an obliging process – Everyone complex must agree to collaborate in to resolve the conflict. This means hitting the team first, and may involve scenery aside your opinion or ideas for the time existence. If somebody wants to win more than he or she wants to resolve the conflict, you may find yourself at a impasse.

Agree to communicate – The most significant thing through the determination process is for everyone to keep communications open. The people involved need to talk about the issue and discuss their strong feelings. Active listening Add to My Individual Learning Plan is indispensable here, since to transfer on you need to really comprehend where the other person is coming from.

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Step 2: Understand the Situation

Once the team is ready to resolve the conflict, the next phase is to comprehend the situation, and each team member's point of view. Take time to make sure that each person's location is heard and tacit. Remember that robust feelings are at work here so you have to get through the emotion and disclose the true nature of the conflict. Do the following:

Clarify positions – Whatever the conflict or divergence, it's important to clarify people's positions. Whether there are understandable groups within the team who support a particular option, method or idea, or each team member holds their own exceptional view, each position needs to be clearly identified and articulated by those involved. This step alone can go a long way to tenacity the conflict, as it helps the team see the facts more objectively and with less emotion.

List facts, expectations and principles original each position – What does each group or person believe? What do they value? What information are they using as a basis for these beliefs? What decision-making criteria and processes have they employed?

Analyze in smaller groups – Disruption the lineup into minor groups, separating people who are in alliance. In these smaller groups, analyze and dissect each position, and the related facts, assumptions and beliefs. Which facts and expectations are true? Which are the more important to the outcome? Is there additional, impartial information that needs to be brought into the conversation to clarify points of indecisively or contention? Is additional analysis or assessment required? By considering the facts, assumptions, beliefs and decision making that lead to other people's positions, the group will gain a better understanding of those positions. Not only can this reveal new areas of agreement, it can also reveal new ideas and solutions that make the best of each position and perspective. Take care to remain open, slightly than disapproval or judge the acuities and assumptions of other people. Listen to all answers and ideas presented by the several sides of the conflict. Everyone needs to feel heard and acknowledged if a practical solution is to be reached.

Convene back as a team – After the group interchange, each side is likely to be much closer to reaching agreement. The process of uncovering facts and expectations allows people to step away from their emotional attachments and see the issue more objectively. When you separate alliances, the fire of conflict can burn out quickly, and it is much easier to see the issue and facts laid bare.

Step 3: Reach Agreement

Now that all gatherings comprehend the others' places, the team must decide what decision or course of action to take. With the facts and assumptions measured, it's easier to see the best of action and reach agreement Add to My Personal Learning Plan. Further analysis and evaluation is required, agree what needs to be done, by when and by whom, and so plan to reach arrangement within a specific timescale. If suitable, define which decision making and evaluation tools are to be active. If such supplementary work is required, the agreement at this step is to the approach itself kind sure the team is dedicated to work with the outcome of the proposed analysis and evaluation. When struggle is resolved take time to celebrate and acknowledge the contributions everyone made toward reaching a solution. This can build team cohesion and confidence in their problem solving skills, and can help avert additional conflict. This three-step procedure can help explain team conflict efficiently and effectively. The basis of the approach is ahead understanding of the different perspectives and using that understanding to expand your own thoughts and beliefs about the issue.

How good conflict management does improves team’s performance

Understanding and appreciating the various viewpoints involved in conflict are key factors in its resolution. These are key skills for all team members to improve, practicing clear communication by clear thoughts and ideas clearly, practicing active listening , practicing identifying assumptions, focusing on actionable solutions, encouraging different points of view – insist on honest interchange and voicing feelings, not looking for fault and indicating respect increases team morale and motivation which, thus improves team performance. And of course, celebrate good performance organized! That’s what work is about rejoicing it with the people we work with!

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