Matthew Makowskiyesterday29 Jul At 818manage Discussion Entryyour Bos ✓ Solved

Matthew Makowski Yesterday29 Jul at 8:18 Manage discussion entry Your boss has asked you to lead a group of eight of your coworkers for a new project that will change several elements of your department. This is your first time in a leadership role and you anticipate that there will be a certain amount of conflict within this new group. Identify potential conflicts that can occur in groups. With a group setting and being under a new leader for a specific project, a couple issues come to mind that can hinder what the expectations are within the group as far as conflict. The group is already formed so the forming phase is complete.

At this point, the group is experiencing many different conflict issues like, relationship issues, individual responsibilities within the project, and roles that each is to perform. What strategies could you implement to manage the group conflict? To start off if I was leading a group for a special project and it is new for me I would let the members get acquainted and prove themselves to being apart of a team and if they hold themselves to personal responsibility (Cahn & Abigail, 2014). Relationships will be tested as this is your first leadership project assigned for you to be in charge of. It is important to be present and show the mediation that is expected and that you can manage a group that is inevitable to create conflict.

You want to help the group develop a sense of loyalty to ensure they know who is performing what tasks and that the group is well organized. If the differences that I mentioned above arise the members want to know that these issues are managed properly in which, this will also win over the group for a well lead group resolving issues. Following the phases of the next phase is storming making sure everyone is fitting in and feels purpose in the group. This is making sure as the leader that you give each member a purpose that they have a clear sense of their role. After the storming phase comes to the norming phase, which is how the group is looking for trust and structure (Cahn & Abigail, 2014).

This will help the group grow and function more effectively (Cahn & Abigail, 2014). Always keeping in mind that at this point as a leader you want to clarify process goals to reiterate role expectations and that conflict is now serving to bring together group member's responsibilities. Then I would work with the group ensuring the performing phase, which serves to focus individuals on reaching consensus on expectations regarding problem-solving behaviors and accomplishing goals (Cahn & Abigail, 2014). A group that is new and with a new leader you have to take it slow and be interactive within the group as a leader. Show that you are in the trenches with them, but also be responsive to all issues that arise.

A leader that succeeds is a leader that shows interpersonal communication, trust, and commitment to the group's success. Reference: Cahn, D. D., & Abigail, R. A. (2014). Managing conflict through communication (5th ed.).

Pearson Education, Inc. Kristen Bullock Kristen Bullock Yesterday29 Jul at 13:20 Manage discussion entry Hello, New Project Leader Within a Work Group and the Types of Anticipated Conflict When one member of a group is asked to lead, some members of the group may become judgmental of how the work is done. If a team member believes they would have been a better candidate to lead the project they may try to point out everything they would have done better. On the other hand, some members may not trust the new leader and may be reluctant to get involved based upon that lack of trust. Abigail & Cahn (2014), indicate that workers may differ over relationship goals that are related to what group members want in power, trust, supportiveness, competition, and rules that govern types of relationships in the workplace (Chap.12.1, para.

6). When the group is not aligned or feels that they must compete with other team members for the status it can cause conflict amongst the team members. Strategies to Implement to Help Manage Group Conflict It will be important for the new leader not to act arrogant about the fact that they were selected for the role. Asking for and using other people’s ideas can go a long way in helping the team feel a part of the project and want to support the leader. Making sure to give credit to the whole team is another way to avoid conflict.

If a team member does not respond to this approach you may decide to use the S-TLC model to address the conflict. Kristen References Cahn, D. D., & Abigail, R. A. (2014). Managing conflict through communication (5th ed.). Pearson Education, Inc.

Paper for above instructions

Title: Navigating Conflict in Team Leadership: Strategies and Considerations

Introduction

Leading a group project for the first time can be a daunting task, particularly when anticipating potential conflicts among team members. In the context of organizational dynamics, conflict becomes inevitable, especially in a newly formed group under new leadership. This discussion provides insights into various types of conflicts that may arise within a team setting, particularly focusing on relationship issues, role ambiguity, and performance expectations. Furthermore, it delineates effective strategies to manage these conflicts, ensuring a cohesive and productive group dynamic.

Types of Conflicts

1. Relationship Conflicts: According to Cahn and Abigail (2014), relationship conflicts arise from interpersonal incompatibilities among team members. Differences in viewpoints, personality clashes, and competition for power can lead to misunderstandings and open hostility. For instance, if a member feels that their contributions are undervalued, resentment may build, ultimately affecting team cohesion.
2. Task Conflicts: These conflicts arise from disagreement regarding the content and outcomes of the tasks being performed (Jehn, 1995). For example, members might disagree on the crucial steps needed to achieve project goals or on the prioritization of various tasks. Such disagreements can trigger frustration, hinder collective progress, and stall momentum.
3. Role Ambiguity: When roles within a team are not clearly defined, members may feel uncertain about their responsibilities and contributions. This uncertainty can lead to feelings of inadequacy or frustration, as individuals might struggle to understand what is expected of them (Cahn & Abigail, 2014).
4. Value Conflicts: Differences in personal values or beliefs can create significant barriers to teamwork (Huczynski & Buchanan, 2013). For instance, a team member whose work ethic emphasizes thoroughness may clash with another who prioritizes speed. Such conflicts can create an environment of distrust and disengagement.
5. Power Struggles: When a new leader is introduced, existing power dynamics within the group may shift, potentially leading to power struggles (Cahn & Abigail, 2014). Team members may contest authority or influence, creating tension and undermining project progress.

Strategies to Manage Conflict

1. Fostering Open Communication: One of the fundamental strategies for managing conflict is promoting an environment of open communication. Leaders should regularly engage team members in dialogue to encourage transparency and ensure everyone feels heard (Bacharach & Gambetta, 2013). Regular meetings or check-ins can facilitate the sharing of thoughts and concerns. Establishing an environment where constructive feedback is welcomed can also mitigate misunderstandings.
2. Establishing Clear Roles and Responsibilities: Clarity regarding individual contributions is crucial in preventing role ambiguity. Leaders should define team members’ roles and responsibilities clearly at the outset, ensuring that everyone understands their duties and expectations. This can be achieved through collaborative discussions and written agreements, which can help in aligning everyone’s objectives (Kahn et al., 2013).
3. Encouraging Collaboration: Instead of fostering a competitive atmosphere, leaders should promote teamwork and collaboration among members. The S-TLC model (Stop, Think, Listen, and Communicate) advocated by Cahn and Abigail (2014) promotes a collaborative approach to conflict resolution. By allowing team members to voice their viewpoints and grievances, the leader can facilitate a collective problem-solving approach that bolsters cohesion.
4. Building Trust and Respect: Trust is vital in any group setting. Leaders can cultivate trust by demonstrating integrity and fairness. Acknowledging contributions, being accessible, and showing appreciation for team efforts can foster a climate of respect (Mayer, Davis, & Schoorman, 1995). Teams that trust their leaders and one another are better equipped to handle conflicts that arise.
5. Utilizing Conflict Resolution Models: When conflicts do occur, applying systematic conflict resolution models can be beneficial. For example, the Thomas-Kilmann Conflict Mode Instrument identifies five conflict management styles: competing, collaborating, compromising, avoiding, and accommodating (Thomas & Kilmann, 1974). Depending on the situation and desired outcomes, leaders can adopt the appropriate style or encourage team members to engage in discussions to find common ground.
6. Implementing Regular Feedback Loops: Continuous feedback mechanisms can help address conflicts before they escalate. Providing opportunities for informal discussions and regular performance evaluations allows team members to voice concerns and acknowledge successes. Constructive feedback can guide behavior and enhance group dynamics (London, 2003).
7. Mediation and Seeking External Help: In cases of intractable conflicts, bringing in an impartial mediator may help facilitate discussions and negotiation. Mediators can provide objective insights that may help the leaders and team see beyond their vested interests and guide them toward a workable resolution (Cahn & Abigail, 2014).
8. Encouraging Personal Development and Team Building: Team-building exercises can enhance rapport and understanding amongst team members. Investing time in team development not only builds interpersonal relationships, it can also equip team members with better conflict management skills (Tuckman, 1965).
9. Cultivating Emotional Intelligence: It is crucial for the leader to hone their emotional intelligence to recognize and manage their own emotions and those of team members. Building rapport and empathizing can minimize resistance and facilitate smoother resolutions (Goleman, 1995).
10. Establishing Ground Rules: Establishing and communicating ground rules for engagement can establish parameters that guide expected behaviors during group interactions (Huczynski & Buchanan, 2013). Ground rules can outline acceptable communication styles, commitment to conflict resolution, and respect for differing opinions.

Conclusion

Embracing a leadership role can be challenging, particularly in environments characterized by conflict potential. Understanding the types of conflict that may arise, such as relationship issues, role conflicts, and power struggles, can prepare a leader to tackle such challenges head-on. Employing strategies centered on communication, collaboration, and clarity could profoundly influence the team's dynamics, leading to a healthier and more productive work environment. By fostering an atmosphere of trust and respect, a leader not only navigates conflicts but also strengthens the team’s overall performance and cohesion.

References

1. Bacharach, S. B., & Gambetta, D. (2013). Conflict in organizational settings: A critical overview. International Journal of Conflict Management, 24(1), 3-29.
2. Cahn, D. D., & Abigail, R. A. (2014). Managing conflict through communication (5th ed.). Pearson Education, Inc.
3. Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ. Bantam Books.
4. Huczynski, A., & Buchanan, D. (2013). Organizational behavior (7th ed.). Pearson Education Limited.
5. Jehn, K. A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 40(2), 256-282.
6. Kahn, W. A., Wolfe, D. M., Quinn, R. P., Snoek, J. D., & Rosenthal, R. (2013). Organizational stress: Studies in role conflict and ambiguity. Wiley & Sons.
7. London, M. (2003). The power of feedback: Enhancing learning in organizations. Organizational Dynamics, 32(4), 400-410.
8. Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709-734.
9. Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann Conflict Mode Instrument. Xicom.
10. Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384-399.