conflict management in teams团队中的冲突管理.pdfVIP

X CONFLICTCONFLICT MANAGEMENT MANAGEMENT IN IN TEAMS TEAMS CONFLICT MANAGEMENT IN TEAMS CONFLICTCONFLICT MANAGEMENT MANAGEMENT IN IN TEAMS TEAMS CAUSESCAUSES CURES CURES CAUSES CURES CAUSESCAUSES CURES CURES AjaAjayy Kr Kr.. Sin Singh*gh* Ajay Kr. Singh* AjaAjayy Kr Kr.. Sin Singh*gh* DD.. Anton Antony**y** D. Antony** DD.. Anton Antony**y** HE key issue in dealing with team conflict is for the team to realize that the focus is not on Tconflict itself, but how it is managed. The consequences of poorly handled team conflict result lowering of team energy, disruption of healthy relationships, and the prevention of job accomplish- ment. Certain causes for team conflict include, perceived breach of faith; unresolved disagreement, miscommunication, personality clashes, differences in acquired values, underlying stress and tension, ego problems, etc. Certain curing measures for the resolution of conflicts are improved communication skills, team counseling, relinquishing, accommodating, collaborating, listening, responding, understanding, etc. Key guidelines for avoiding or resolving team conflicts include, reaching consensus through collaboration, controlling emotional outburst, enhance self-esteem, preserve individual dignity, listen carefully and with empathy, be honest about concerns, get individual ego out of management style, etc. Valuable suggestions to resolve conflicts are: training on the human dynamics of working together, gain alignment around core team processes, develop a conflict resolution process, keep disagreement from escalating into conflict, develop a relationship with difficult team members, etc. Conflict pervades the core of team processes, and, if un-addressed, conflict serves to stunt the development of a team. Introduction Teams consist of a small group of people with complementary