Employees Development

Group behavior, teams and conflictsPrepared for SHP 1313 LECTURES at UTM Skudai.Prepared by Siti Rokiah Siwoksrsiwok@gmail.comIntroductionEmployee seldom work in isolation ( Mullins, 2006).Groups are characteristics of all social situations ( Mullins, 2006). Most employee behaviour takes place in groups or teams; thus important to understand group dynamics (Aamodt, 2007) People in groups influence each other in various ways.Groups may develop hierarchies and leaders .Style of leadership affect groups.IntroductionGroups are crucial to the functions of work organizations because through work groups :Members can pool their resources (talents , energy etc)Provide professional identities for membersSatisfies the human need for social interactionDevelop of interpersonal relationship on the jobHelp establish rules for proper behaviour in the work setting and thus play a role in determining the course of action the work and the organization will follow. ( Riggio, 2009)Definition of a groupNo agreed definition. Any no. of people interacting with one another, psychologically aware of one another and perceived themselves to be in a group ( Schein, 1988 in Mullins 2006). A group is two or more individuals engaged in social interaction to achieve some goal (Riggio, 2009)

A definable membership, group consciousness, shared purpose, interdependence, interaction and ability to act in a unitary manner ( Adair, 1986 in Mullins 2006)

Definition of a groupFour criteria must be met (Gordon, 2001 in Aamodt, 2010): Members see themselves as a unitGroup must provide rewards to membersMembers of the group share a common goalCorresponding effects(whatever happens to a member affects every other member).

Groups and NormsNorms are rules that groups adopt governing appropriate and inappropriate behavior for members.Norms have several purposes, they:Facilitate group production.Increase prediction of group member behavior.Provide a sense of identity to the group.Basic Group Process: ConformityConformity is the process of adhering to group norms.Conformity is often very strong and helps maintain order and uniformity in group behavior.Extreme and repeated norm violation results in ostracism from the group.Members who have more power (e.g., the group leader) or who usually conform to norms are more likely to be successful in nonconforming behavior.Basic Group Processes: Group efficacyGroup efficacy is a groups shared belief that they can attain organizational outcomes.Individual member self-efficacy contributes to group efficacy, which in turn increases cohesiveness and productivity (Pescosolido, 2003, in Riggio 2009).Group efficacy is a better predictor of group performance than the sum of individual members self-efficacy.Group efficacy enhances job satisfaction and organizational commitment.Leaders can have an important effect on group efficacy (Walumbwa et al., 2004, in Riggio 2009).Basic Group ProcessesCooperation is very likely in work groups because it is difficult to accomplish work goals alone.Cooperation is often based on the reciprocity rule, the tendency for persons to pay back those to whom they are indebted for assistance.Cooperation increases with task interdependence, the degree to which an individuals task performance depends on the efforts/skills of others.Social loafing occurs when individuals working in groups exert less effort than when they work alone.Basic Group Processes : CompetitionCompetition is the process whereby group members are pitted against one another to achieve individual goals.Wage systems in the U.S. and internationally are often competitive in nature (e.g., bonuses, promotions available).While competition may increase motivation to perform, the introduction of competition when goals are already set may lead to a decrease in performance (Campbell & Furrer, 1995).Reasons for joining a groupAssignmentPhysical proximity Affiliation (to fulfill the need to be with people)IdentificationEmotional supportAssistance or helpCommon interestCommon goalsFactors affecting Group PerformanceGroup cohesivenessGroup homogeneityStability of membershipIsolationExternal pressureGroup sizeGroup status

Group ability and confidencePersonality of group membersCommunication networkGroup rolesPresence of othersIndividual dominanceGroupthink Factors affecting Group Performance: CohesivenessGroup cohesivenessIt is the extent to which group members like and trust each other, committed to accomplish a team goal and share a feeling of group pride ( Beale, Cohen, Burke & McLendon, 2003 in Aamodt, 2010)Cohesiveness is the degree of attraction among group members ( Riggio, 2009)

CohesivenessCohesiveness increases member satisfaction, but only increases productivity when it is work-related.Cohesiveness increases when group members have equal status.Cohesiveness increases with increased stability of group membership.Greater similarity of group members increases cohesiveness.The we-they feeling is cohesiveness created by the existence of a threat to the group.Group CohesivenessGroup Cohesiveness are influenced by many elements: Group homogeneityIt is the extent to which members are similarHomogeneous or heterogeneous will lead to the best group performance? Stability of membershipThe greater the stability, the greater the cohesivenessThus members who remain for long periods of time are more cohesive and perform better than groups that have high turnover (Bell, 2005 in Aamodt, 2007)Group Cohesiveness3. IsolationGroup that is isolated tends to be highly cohesive4. External pressureGroups that are pressured by external forces tend to be highly cohesive; which can be explained by the phenomena psychological reactance ( Brehm, 1966 in Aamodt, 2007)5. Group size Groups are most cohesive and perform best when the size is small.However, not all small group are always the best; also depends on the tasks.

17Group cohesiveness: Group SizeSmaller is best for cohesivenessPerformance depends on task typeadditive tasksconjunctive tasksdisjunctive tasksGroup Size and tasks Additive tasks are the those for which the groups performance is equal to the sum of the performances by each group member.

Each group members contribution is important.

Larger group is better than small groupGroup Size and tasks Conjunctive tasks are those for which groups performance depends on the least effective groups member. Smaller groups are best.Disjunctive tasks are those for which the groups performance is based on the most talented group members. Larger groups are better.20Examples of Task TypesTask TypeGroup ActivityAdditiveTyping poolRelay raceBowling teamCar washingDisjunctiveProblem solvingBrain stormingGolf tournamentConjunctiveAssembly lineHikingGroup Size: variationsThe additional of a new member to a group has the greatest effect when the group is small. Example: a single great player can turn a poor basketball into a victorious team.The effect of size is also different with different apparatus used. Example: With the use of computers, larger groups appear to perform best and members are most satisfied (Dennis, Valacich and Nunamaker, 1990 etc in Aamodt, 2010)

Group Cohesiveness6. Group statusThe higher the group status, the greater is the cohesiveness; thus a group can be made more cohesive by increasing its status, at least in the eyes of the members.

Factors affecting Group PerformanceGroup ability and confidenceGroups with high-ability members outperform groups with low-ability membersGroups whose members believe that their team can be successful perform better than those whose members are not confident.Personality of group membersGroups with members who score high in openness and emotional stability will perform better that groups whose members do not have these characteristics ( Bell, 2005 in Aamodt, 2007)Factors affecting Group PerformanceCommunication networkCommunication network affects groups performanceThe best network depends on the situation and the goals of the group.A good leader must choose the best communication network which facilitates the achievement of the groups goals.

25Communication Structure Bob Jill PeggyJill Peggy

BobJill Peggy

Bob Jill Peggy

BobCentralizedOpenChainCircleFactors Affecting Group Performance: Group RolesRoles are patterns of behavior that are adapted based on expectations about the functions of a position in a group.Role expectations are beliefs concerning the responsibilities and requirements of a particular role.Role differentiation is the process by which group members learn to perform various roles.(Riggio, 2009)RolesEarly researchers (Benne and Sheats, 1948) identified three categories of work roles in groups.Group task roles are related to getting the job done (e.g., leader, evaluator).Group building and maintenance roles deal with maintaining personal relationships among members (e.g., encourager, compromiser).Self-centered roles involve satisfying personal rather than group goals (e.g., recognition seeker, aggressor).

Riggio, 2009, page 310

(Riggio, 2009 page 310)Roles Role ambiguity involves a sense of uncertainty over the requirements of a particular role.Role conflict results when the expectations associated with one role interfere with the expectations concerning another role.RolesOrganizational socialization is the process by which new employees learn group roles and norms and develop specific work skills and abilities.Organizational socialization occurs in stages.Anticipatory socialization: new employees develop expectations concerning the job and assess they fit in the organization.Accommodation: new employees learn about work group roles and norms.Role management: newcomers transition to regular members.32Factors Affecting Group Performance: Presence of OthersSocial Facilitation and Inhibitionmere presence of otherscomparison of performanceevaluation apprehensiondistractionSocial Loafingeffort wont be noticedfree-rider theorysucker-effect theory33Factors affecting Group Performance :Individual DominanceBy the group leaderIf the leader has an accurate solution to a problem in the group, then the group performs at high level.

By a group member

Factors affecting Group Performance: GroupthinkGroupthink is a syndrome characterized by a concurrence-seeking tendency that overrides the ability of a cohesive group to make critical decisions.

35Factors affecting Group Performance: Groupthinkis cohesiveis insulated from outsidersbelieves it is infallibleit is morally superioris under pressure to conformhas a leader who promotes a favorite solutionhas gatekeepers who keep information from membersCan occur when the group :(Aamodt, 2010)

Riggio, 2009, page 334Group versus Individual PerformanceWhen several people work individually on a problem but do not interact, they are called nominal group.When several individuals interact to solve problems are called interacting group.Research shows that interacting group will usually outperform one individual, but interacting groups do not outperform nominal groups ( Kerr and Tinsdale, 2004 in Aamodt 2010)38Group versus Individual PerformanceInteracting GroupsAre more riskyIndividuals (nominal groups)Are more creative and higher quality ( comparison using brainstorming activities)Make a decision more quicklyNominal versus Interacting groupsThere is a tendency for interacting groups to take more extreme positions than the positions of individual members. This tendency is called polarization. Thus : Group polarization is the tendency for groups to make decisions that are more extreme than those made by individuals ( Riggio, 2009)

Nominal versus Interacting groupsThe superiority of nominal group over interacting groups may depend on the type of task.

Wilson (2007 in Aamodt, 2010) criticizes the results of research which seem to conclude the superiority of nominal over interacting groups. He believes that the tasks were too easy and if the tasks were difficult, the interacting group are superior.

Groups or teams? Groups or teams?Not all groups are teams. Teams occurs when a number of people have a common goal and recognize that their personal success is dependent on the success of others. They are all interdependent ( Crainer, 1998, in Mullins 2006) Teams verses groupsTeams are more likely to consist of people with diverse abilities, with their own specialization and different perspectives to ensure the completion of a common task. Eg: a surgical team. Teams usually develops more interdependence compared to groups. Members in teams have high degree of group identity and thus more like to identify themselves as a team. ALL TEAMS CONSIST OF GROUPS, BUT NOT ALL GROUPS ARE TEAMS.

43Comparison :Group and teamTEAMGROUPSizeLimitedMedium or largeSelectionCrucialImmaterialLeadershipShared or rotatingSoloPerceptionMutual knowledge understandingFocus on leaderStyleRole spread coordinationConvergence conformismSpiritDynamic interactionTogetherness persecution of opponents(Belbin, 2000 in Mullins 2006) 4445Teams46What is a Team?Donnellon (1996)IdentificationInterdependencePower differentiationSocial distanceConflict management tacticsNegotiation process

Teams and TeamworkA team is an interdependent group of workers with complementary skills working toward shared goals.Teams are most appropriate for complex tasks, complex decision-making, or creative tasks.Teams are also appropriate when the situation is variable, requiring the team to adapt to changing external conditions.Self-managing work teams have complete responsibility for whole work tasks.(Riggio, 2009 )

Riggio, 2009, page 33849Types of TeamsWork TeamsParallel TeamsProject TeamsManagement Teams

50Types of TeamsProject TeamsWork TeamsFocus GroupParallel TeamsManagement Teams

Project TeamsExists in almost every type of organization.Consists of variety of individuals who get together to solve problems or make decisions.In project teams, the individuals are usually specially assigned to coordinate the successful completion of an assigned task. Example: a student affairs administrator or a campus police detective.Usually work under a dateline and work fast.Work TeamsExists in almost every type of organization.Consists of variety of individuals who get together to solve problems or make decisions.Is a group of people who are responsible for the entire work process or segment of the process that delivers a product or service to an internal or external customer. Usually are subdivisions of a larger group; can exist for an indefinite period of time or until a specific project is completed.

Work teamsWork teams can also serve many purposes, including solving problems, making decisions, socializing and learning.Groups and TeamsAlthough there are distinctions between groups and teams, the differences are not dramatic.Exist on a continuum, some have more characteristics of a group, while others resemble more of a team.

(Sieler and Beall, 2011, page 414)Work Team : Focus GroupFocus group is a special form of work team. Usually consists of a manageable number of participants plus a facilitator or leaderThe goal for the formation of the team is to find out what the members think about specific ideas, issues or people. Information obtained will be analysed and used for decision making.

56How Teams DevelopTuckman (1965) TheoryFormingTeam members get to know one anotherEveryone is on their good behaviorGroup clarifies its missionStormingDisagreement and frustration set inNormingGroup members work at easing tensionAcceptance of team leaderPerformingGoals get accomplished57How Teams DevelopPunctuated EquilibriumTheory (Gersick, 1988)Teams do not go through set stagesBasic method of formationDevelop direction and strategy during first meetingFollow this direction for a period of timeRevise their strategy about half way thorough the life of the team58Why Teams Dont Always WorkThe team is not a teamExcessive meeting requirementsLack of empowermentLack of skillDistrust to the team processUnclear objectives

ConflictGroup ConflictGroup conflictWorking together in a group or teams always presents the potential for the occurrence of conflicts. Key component to conflict is perception.The level of conflict is a function of the importance of the goal, behavior or relationship. 61Conflict : DefinitionConflict is a psychological and behavioral reaction to a perception that another person isKeeping you from reaching a goalTaking away your right to behave a certain wayViolating the expectancies of a relationship Conflict can beFunctionalDysfunctional

Dysfunctional and functional conflictsMost conflicts results in lower team performance, and lower members satisfaction, Most conflicts are dysfunctional , as the conflicts prevents people from working together, lessens productivity and increases turnover. Moderate degree of conflict , called functional conflicts can result in better performance- stimulate new ideas, increase friendly competition and increase team effectiveness. Moderate conflicts reduce the risks of larger conflicts.64Consequences of Dysfunctional ConflictDecreased productivityLow moraleAbsenteeismStressTurnoverLaw suitsViolenceTypes of conflictsInterpersonal conflictIndividual group conflictGroup group conflict

What are the causes of conflicts?67Causes of ConflictCompetition for resourcesTask interdependenceJurisdictional ambiguityCommunication barriersPhysicalCulturalPsychologicalBeliefs Personality ( Aamodt, 2010)68Personalities: Types of Difficult PeopleTypeNeedDescriptionTankControlPushes, yells, intimidatesSniperControlUses sarcasm, criticizesKnow-it-allControlDominates conversationsWhinerPerfectionConstantly complainsNo personPerfectionDisagrees with everythingNothing personPerfectionDoesnt do anythingYes personApprovalAgrees to everythingMaybe personApprovalWont commit or make a decisionGrenadeAttentionThrows tantrumsFriendly sniperAttentionUses jokes to pick on othersThink-they-know-it-allAttentionExaggerates, lies, gives advice69Dealing with Difficult PeopleDirect Interventionaddress behaviorexplain impact of behavior on others Indirect Interventionpositive feedback when appropriate behavior is usedDirect Copingseparate difficult employee from othersIndirect Copingprovide training to others on dealing with difficult personalityResolving conflictPrevention /prior to conflict occurrenceWhen conflict first occursThird -party interventionPrevention of conflictPreventing Workplace ConflictAn organization should have a formal policy on how conflict to be handled, which states that :Employees should first try to resolve their own conflicts If the above is not successful, employees can utilize a third party intervention Employees should receive training on the causes of conflict, ways to prevent conflict and strategies to resolve it. 73Preventing Workplace ConflictWell-written job descriptionsUnambiguous policiesClarification of roles and expectationsTraining on new policiesConflict management trainingFor teams, clarification of levels of authorityWhen conflict first occursWhen conflict FIRST occursThe two parties should be encouraged to use conflict resolution skills which they had learned. These skills include: Expressing a desire for cooperationOffering complimentsAvoiding negative interactionEmphasizing mutual similaritiesHighlighting common goals

When conflict FIRST occursKey to resolving conflict is to reduce tension and increase trust between the two parties; which can be accomplished by :Stating an intention to reduce tension Publicly announcing steps to be taken to reduce tension. Inviting the other side to take action in to reduce tension. Making sure all initiative are unambiguous. When a conflict is unavoidable, there are several ways/styles to be adopted. What determines ones responses to conflict?Goodwin and Griffith (2007) state that ones responses to conflict is determined by two considerations:How important is a particular outcome to you?How important is the relationship with the other party?Clarifying your values is very important.

Major stylesAvoiding styleForcing styleAccommodatingCollaborating styleCompromising style (Wilmont and Hocker, 2007 in Aamodt 2010)80Conflict ContinuumI win, you lose (competitionA)I lose or give in (accommodateB)We both get something (compromiseC)We both win(collaborateD)A B C D80First, lets think about conflict as it unfolds for you. Think about one example (personal or professional) of when you used a particular style and tell us how that position worked for you.

Here are pluses and minuses for each style: McGraw-Hill/Irwin2006 The McGraw-Hill Companies, Inc., All Rights ReservedConflict Management Style

Responding to conflictResponding to conflictResponding to conflictResponses to Conflict: Avoidance People will adopt avoiding approach to conflict when the conflict is trivial to them or has little stake in the outcome or concern with whom there is disputeThe issues are not important to them, hope the issues will go away.The cost of engaging in the conflict is not worth the possible benefit to be gained Needs to buy time such as to gather information Responses to Conflict: Avoidance This response is also called withdrawal or retreating (Why?)It is failing to engage ( Corvette, 2007) Avoidance can be partial or total.Common withdrawal behaviours include talking b behind the back and forming alliance with others ( Martin and Bergmann, 1996 in Aamodt, 2010).Withdrawal can make one feel better but ..Responses to Conflict: Avoidance What other variables are at play if this response style is adopted?Triangling is a form of avoidance and it is when the party involved discusses the conflict with a third party; with the hope that the 3rd party will talk to the other person who is involved in the conflict.What is the best course of action for a supervisor when triangling occurs? Responses to Conflict: Adversarial/Forcing /CompetitiveThis style is a win/lose approach; does what it takes to win, with little regard for the other party.One of the underlying belief is that resources are limited.This style may range from mildly adversarial to extremely aggressive. Behaviour that exemplifies this approach includes making remarks with no regard to other people's feelings, refusing to back down, belittling the other, using accusatory tactics and the like.Responses to Conflict: Adversarial Forcing/Competitive

http://www.mindtools.com/pages/article/newLDR_81.htmResponses to Conflict: Adversarial Forcing/CompetitiveThis style is self-centred.On the extreme this style may lead to trickery and violence.Another behaviours which may be associated with this approach are agreeing openly but internally dissatisfied, and criticizing, criticizing, defensiveness, stonewalling and contempt.

Responses to Conflict: Adversarial Forcing/CompetitiveThe strategy of winning at all costs holds especially when one party considers his/her side is correct and the other party is incorrect.Especially crucial when each side NEEDS the victory to gain or retain status. Examples: union or management conflicts.Adversarial Forcing/Competitive: Disadvantages and appropriatenessDamage relationships.Create other conflicts.Backing down difficult when involves status; more likely to prolong conflict.Appropriate :in emergencies, or when there is violation of policy/ethical or legal grounds or When the position holder is actually correct and if winning the conflict is more important that the possible damage to future relationships.

Responses to Conflict: AccommodatingThis style is to give up part of you want at the request of the other ( Corvette, 2007).Used when a person is so earnest on settling a conflict.Stakes are usually high and the person is considered cooperative ( but weak).

Responses to Conflict: AccommodatingLow in assertiveness and high in cooperationAppropriate to use when one party wants to show reasonableness, develop performance, create good will, or keep peace. Some people use the accommodating mode when the issue or outcome is of low importance to them. (http://www.foundationcoalition.org/teams )

Responses to Conflict: AccommodatingThe accommodating mode can be problematic when one uses the mode keep a tally or to be a martyr.Accommodating skills: Forgetting your desires Selflessness Ability to yield Obeying orders

(http://www.foundationcoalition.org/teams )Responses to Conflict: CollaborationIn cooperation or collaboration style, we are finding a way to get the other person/group want and what we/our group want. It is consistent with win-win approach.Both parties put their efforts ( creatively) together to meet mutual goals. Key behaviours are listening and expressing feelings and desires in the best manners. Assertiveness and respecting other peoples views are essential too.

94Responses to Conflict: CollaborationThe collaborating mode is high assertiveness and high cooperation. Collaboration has been described as putting an idea on top of an idea on top of an ideain order to achieve the best solution to a conflict.With such a positive outcome for collaboration, some people will profess that the collaboration mode is always the best conflict mode to use.

(http://www.foundationcoalition.org/teams )

Responses to Conflict: CollaborationHowever, collaborating takes a great deal of time and energy. Therefore, the collaborating mode should be used when the conflict warrants the time and energy

(http://www.foundationcoalition.org/teams )

Collaboration The collaborative mode is appropriate : when the conflict is important to the people who are constructing an integrative solution, when the issues are too important to compromise, when merging perspectives, when gaining commitment, when improving relationships, or when learning(http://www.foundationcoalition.org/teams )

Collaboration : Skills involvedActive listening Nonthreatening confrontation Identifying concerns Analyzing input(http://www.foundationcoalition.org/teams Responses to Conflict: CompromisingThe person adopting this style utilizes give-and-take strategies to enable each side to get some of what it wants but not everything it wants. Most conflicts are resolved through some form of compromise so that the solution benefits both sides.Compromise usually involves a great deal of negotiation and bargaining.The negotiation process begins with each side making an offer that asks for much more than it really wants.Each side understands what the other is doing and the process continues until and acceptable terms are achieved ( Aamodt, 2010) Responses to Conflict: CompromisingThe compromising mode is moderate assertiveness and moderate cooperation. Some people define compromise as giving up more than you want, while others see compromise as both parties winning.(http://www.foundationcoalition.org/teams CompromiseThe compromising mode is appropriate are when: you are dealing with issues of moderate importance, when you have equal power status, when you have a strong commitment for resolution, or used as a temporary solution when there are time constraints.(http://www.foundationcoalition.org/teams Compromise : Skills involvedNegotiating Finding a middle ground Assessing value Making concessions(http://www.foundationcoalition.org/teams Choosing the appropriate styleAll five styles may be used in one negotiation.Each of the five styles can be used appropriately at different times.The collaborative style is usually the most effective choice; but not all the time.Styles may vary from person to person and from situation to situation.Choosing the Appropriate StyleIn complex matters, containing many issues, we may compromise on certain things while the main approach is collaboration.

For issues not important and not worth to put your energy in, you may use avoidance.Choosing the Appropriate StyleSeldom competitive/forcing is the best choice, but a necessity when in an emergency or when you have to act accordingly, especially when the other party is competitive.Collaboration is most of the time the best approach ( although not always) . It needs lots of efforts and creativity. You may have to do what you are not used to do. Choosing the Appropriate StyleThe optimum negotiation strategy will be determined by the dynamic interaction of each party unique personality, style of interaction, temperament;also culture, value, needs, goals etcOur natural negotiation style is strongly influenced by our view of conflict and our personalities. Creativity is always useful.Knowing ourselves aids in developing alternative style s as well as using our natural style to the optimum Third-party Intervention A third-party intervention Impasse may occur at any point in the process of negotiation and persuasion process.A third party may then be necessary to facilitate agreement and resolution. A third-party intervention can help the conflicting parties to reach either a : mediation, arbitration or litigation. Dictation is also a third-party intervention that can be used at the workplace.108109Third Party InterventionDictationArbitrationMediationLitigation

110Third Party InterventionDictationSupervisor dictates the solutionDictation is best when:parties are irrationalno trust existstoo angry to be realistichave mental health issuesalcohol or drugs are involvedwhen violent behavior is potentialparties have poor communication skillsthere are time constraints

Third Party InterventionMediationA neutral party is asked to help both parties to reach a mutually agreeable solution to the conflict. Mediators do not make decision. Mediators role is to facilitate communication process so as to provide the conflicting parties safe and equitable venue for reaching solutions.Mediators can be employees of the organizations such as team leader, supervisor etc or can be professional mediators .For mediation to be successful, both parties must agree that there is a conflict and that a solution can be found through working together.Third Party InterventionArbitrationIn arbitration, the conflicting parties involved forgo their control over the outcome.The arbitrator serves all the functions serves by a mediator, plus the function of resolution.In arbitration, the decision is made by the arbitrator (Corvette, 2007)The use of outside arbitrators is on the increase, to handle discrimination claims by employees. These are to avoid the negative publicity associated with discrimination suits and to reduce the costs of litigation( Aamodt, 2010).Third Party InterventionArbitrationMandatory arbitration can be effective, arbitration is more expensive than mediation.Arbitration can be either binding or nonbinding.Arbitration can end conflict quickly, but usually neither side is satisfied with the outcomes as both would have if they settled the conflict themselves or used mediation.

Third Party InterventionArbitrationEmployees used arbitration when ( Arnold and Carnevale, 1997 in Aamodt, 2010) :Perceived that the conflict is the result intentional behaviour by another,Resolution of conflict has important consequencesThe conflicting parties are of equal powerSome research suggests that performance may drop and turnover increases as a result of an arbitrators decision. Third Party InterventionLitigationInvolved parties lose control over the outcome.This is a win-lose option, costly and time consuming.It takes only one party to land everyone in court. However, at times litigation is unavoidable(Corvette, 2007)Instruments: Determining your Conflict management styleOrganization Conflict Inventory II (Rahim and Magner, 1995) Cohen Conflict Response Inventory (Cohen, 1997)Summary Groups consists of members who perceive themselves as a unit a and sharer common goal or goals.People joining groups due to a need for affiliation, a need for identification with success, a need for emotional support, a need for assistance, common goals , physical proximity and assignment.Many factors contribute to a group success. Summary Teams have four developmental stages; namely forming, storming, norming and performing.Conflict may occur in a group and there are ways to respond to the situation. Conflict is part of life in a group and can be managed wisely and successfully.

References:Aamodt, M.G (2007). Industrial /organizational psychology. An applied approach. Belmont, CA: Thomson.Aamodt, M.G (2010). Industrial and organizational psychology. An applied approach (6th ed) Belmont, CA: WadsworthMullins, L.J. ( 2006). Essentials of Organisational Behaviour. England: Prentice HallRiggio, R. E. ( 2009). Introduction to Industrial/Organizational Psychology (5th ed). New Jersey: Pearson/Prentice Hall.Corvette, B. A. B( 2006). Conflict Management. A Practical Guide to Developing Negotiation Strategies.\ New Jersey: Pearson

Some useful websiteshttp://www.practical-management-skills.com/conflict-in-the-workplace.htmlhttp://sourcesofinsight.com/conflict-management-styles-at-a-glance/(http://www.foundationcoalition.org/teams http://www.workplaceissues.com/arconflict.htm