Conflict resolution or conflict management is defined as “the control of conflict within an organization. There are three different beliefs with conflict resolution. Traditionalists believe that conflict is bad and destructive for an organization and they try to avoid it at all cost. Behaviorists believe that conflict is inevitable in an organization thus the techniques used are to manage conflict positively. Lastly, Interactionists believe that conflict is good for an organization and welcome it with open arms (Oxford University Press, 2008).

Conflicts amongst individuals and groups happen everyday. Conflict is one of those things that are unavoidable like food, water, clothing and shelter. As longs as there are people on earth, there will always need food to eat, water to drink, clothes to wear and shelter to live in and conflict to resolve. Why are we prone to conflict? According to University of Phoenix text (2008) there are two reasons why we can not get along in a group. One reason is due to personality issues. Not all personalities blend well with other personalities. Personality issues may seem minute in contrast to other reasons why there is internal conflict but it is a huge reason why groups do not get along. In a group, we must understand that we must compromise our personalities for the sake of getting goals accomplished; which leads to another reason why we conflict with each other in groups. Everyone in a group does not have the same goals for the group. One person may have financial goals, another may have support goals and one may want to use the team for personal gain. Somewhere in the middle of the personal goals for the group lies a middle ground that will please everyone in the group individually and benefit the group as a whole. However, steps must be taken to uncover what the team really needs to succeed while still making the majority in the group happy and completing the assignment on time.

Another aspect to consider is that certain types of conflict can benefit or hurt a team. According to University of Phoenix text (2008) relationship conflict can be detrimental to the survival of the group. If a team bickers constantly on what some would consider personality issues, nothing will get accomplished. Arguing over personal quirks only lays a foundation for resentment because respect for individual differences has been lost and no one wants to work someone that they feel does not respect them as a person. Task conflict can be beneficial for the team because it pushes the team to evaluate itself on tasks it should be doing. It allows for the group to critique each other and the end result is a perfectly executed assignment.

There are many ways to resolve conflict within a group. Some ways are more effective then others. One way is avoidance. It's like saying out of sight out of mind. This technique works for a group that has one assignment with no intentions on ever grouping together again. However, if you have multiple tasks that need to be done with this group, avoidance would not be a great way to handle issues because they will only resurface with a vengeance. Also avoidance is not a good technique because it produces a crutch. It is easier to just avoid a situation than it is to look it in the face and handle it. It not the most mature way to handle conflict.

Imposition is another strategy that can be used for conflict resolution. Imposition requires that one group member or a number of members give up their position on an issue to further the team. This happens a lot when one team member does not have the support of others to further their idea. This also happens when there are members of the group that dominate in the group. Domination may cause serious conflict because not all views are met by all the member of the group (University of Phoenix, 2001). Giving up your position on a topic only benefits those that opposed the idea. It also is a selfish way to handle a conflict because it shows the group is not willing to negotiate for the team

Compromise and integrative bargaining are the best ways to handle a conflict. Compromising gives the group a chance to wheel and deal in the best interest of the group. It gives the opportunity to reach some personal goals and meet all the needs of the team. Integrative bargaining allows a win- win situation. Everyone in the group reaches their own individual goals and the needs of the team are met. These techniques are great

ways to govern a group. Behaviorists love these particular conflict resolution techniques because it allows for the group to resolve issues where a positive outcome for both sides

is possible. These skills can be classified as negotiation skills. “Negotiation skills … are crucial for participation in the modern business world” (Flynn, Ph.D, 2008, para. 2).

There are four techniques mentioned in this paper to handle conflict within the group. While some strategies promote a juvenile approach to resolving internal issues, others promote a democratic environment where every voice is heard and a common ground is met. Unfortunately, when conflict happens in a higher level organization like in corporations, the four strategies mentioned before may not work. Corporations sometimes have to go through arbitration to settle differences.

Conflict is necessary to keep a group focused on what needs to be done. However some conflict can be avoided by being considerate to each group members' ideas and feelings. Also being a team player and being flexible in teams streamlines conflict to a minimal. “Teams must create a change oriented environment because change is necessary (Temme, Katzel, 1995). As long as a team is flexible, the group will succeed.

So the next time the professor assigns you to a team project; do not fret. There are ways to create harmony in an unharmonious situation. And you do not have to give up a lot of yourself to get goals accomplished.

Works Cited

Temme, J., Katzel, J. (1995, January 9) Calling a team doesn't mean that it is. Plant Engineering, 112 (2). Retrieved October 28, 2008 from General One file database.

A Dictionary of Business and Management Ed. (2006). Conflict Management. Retrieved October 29, 2008, from www.oxfordreference.com.

University of Phoenix. (2008). Learning team Toolkit. Retrieved October 29,2008, from University of Phoenix, Learning Team Toolkit, rEsource.GEN 300 - Skills for Professional Development course website.

University of Phoenix. (2001). Week 3 overview. Retrieved October 24, 2008, from University of Phoenix, Week three, rEsource. Gen 300 - Skills for Professional Development website.

Flynn, PhD, S.I.( 2008). Managing conflict within Organizations through Negotiations. Research starters. Retrieved October 28,2008, from EBSCO research database.

Corcoran, B and Landry M. (2008, March 31) Conflict Resolution. The Recorder, 1 ( 5), 1-4. Retrieved October 29, 2008, from General One file database.

Conflict is in itself inevitable in group relationships. People have different thought processes and opinions. They have different likes and dislikes, different philosophies and different religious beliefs. People have different ideas about the right and wrong way to do things or about right and wrong in general. All of these collective aspects of the individual personality can cause conflict when groups of people come together.

Conflict according to Mayer (1989) can be a source of, joy or pain, a burden, a blessing or curse, a gift or a torment, depending on how it is handled.

There are quite a few factors that can affect the productive behavior of a group. Common pitfalls according to Capezio (1996 p. 71) are a lack of principles for effective teamwork, having ineffective meetings, inability to give effective feedback, not having a climate for mutual respect. Capezio states that often teams are put together without considering what will determine their success.

Two teams have formed and are meeting to discuss and plan an assignment. Team A has decided to meet at a night club so that they can have drinks while discussing the assignment and charter. Team members Abby and Bob arrived early and have already had a number of beers and are now a little bit tipsy. Connie and David arrive and are a little disgusted to see that Abby and Bob are a little buzzed and wonder if they will be up to having the meeting.,

They state they are fine. David is a little perturbed as he wanted to meet at the library since he needs to get a good grade to keep his scholarship and wanted to get down to the business of studying. Evan and Francesca arrive late but the team goes forward with their plan for the assignment. David takes the lead and gets down to business, he suggests that they state their strengths and weaknesses and assign tasks. They simply put on their charter that they want to assist each other in getting the best grade possible but do not lay out a plan of action. Their first draft is due in two weeks. Francesca says she is good at research so she has volunteered to do the research for the team. David wants to write the paper and does not want the help of the group. He says he always gets good grades especially in writing so he will do the paper. He wants the topic to be on Computers in the workplace.

Francesca thinks, “Boring!” He then tells Abby and Bob that they can do the research for the paper completely ignoring the fact that Francesca has already volunteered to do it and then assigns the outline for the draft to Connie. David has taken on a leadership position within the group. Abby and Bob are ordering more drinks and are not really paying attention to what is going on in the meeting. Francesca has nothing to do but doesn't say anything. They have not taken notes and have not written down phone numbers or email addresses.

David says he will get copies of the charter and the log to all of them when they meet in class but that he should have the research no later than Wednesday of the upcoming week. When the group shows up for class, David makes sure to give the copies of the team charter and team log to the team members and asks Abby and Bob how the research is coming. Bob just smiles and says, “It's coming.” By Wednesday David checks his computer and has seen no research. He emails Abby and Bob and copies the rest of the team. He sends the message in capital letters so it appears that he is yelling.

Abby doesn't appreciate the tone of the email so she just quickly emails David that she is working on it! Bob totally ignores the message. It is now the Saturday before the draft is due and David has not received anything. Connie says she cannot do the outline because she has not seen any of the research. David quickly looks up some information and emails it to Connie. Connie stays up late reading the research and does the outline and emails it to David. It is not what David was looking for so he completely changes the outline and writes the paper. He is mad that Abby and Bob have not participated and sends the paper over to without their names on it

Teams need to discuss before hand situations that have previously caused conflict within the group and set down guidelines and develop principles within their charter to prevent escalation from occurring and establishing an atmosphere that promotes mutual respect within the group.

In situations where teams may need to address issues of conflict, teams need to focus criticism on the behavior and not on the individual. They should acknowledge the concern and seek to resolve those issues for the benefit and success of the group. They should communicate with respectful language and avoid name calling, or pointing a finger of accusation at another member. They must consider the common goals set within the charter governing how the team should behave as a whole and come to a mutual agreement that would conform to the set guidelines of the charter.

When teams agree to a standard set of principles that will govern the way they behave as a group and abide by those guidelines they may be able to prevent escalated behavior before it ever happens. By acknowledging problems that have occurred in the past and seeking to implement ways to prevent and to resolve issues is the first step in a successful team relationship.