BSL4060 CSU Resolving Conflict Between and Within Teams Paper Instructions In any team, problems will arise and team members will have questions about the

BSL4060 CSU Resolving Conflict Between and Within Teams Paper Instructions

In any team, problems will arise and team members will have questions about the conflict and how to resolve it. Members across departments must collaborate and contribute to the resolution of any unhealthy form of team conflict. Based on “Case One: ElectriGov” (found on page 177 in your textbook), answer the following questions:

Why is it important for an organization to have a mission?
Why is it important for team members to know their roles on a team?
Is competition within a team a good or bad thing? Explain your response.
Why is it important to set short- and long-term goals when planning a meeting regarding conflicts? Provide examples.
What is an unhealthy agreement? Why is it significant for leaders to understand how to resolve conflict and avoid unhealthy agreements?

Your case study should be in APA style with a minimum of two pages (not including the title and references pages).

Textbook:

Dyer, W. G., Jr., Dyer, J. H., & Dyer, W. G. (2013). Team building: Proven strategies for improving team performance (5th ed.). San Francisco, CA: Jossey-Bass. UNIT V STUDY GUIDE
Reducing Conflict to Form Healthy Teams
Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
7. Identify problem-solving approaches to resolving conflict between and within teams.
7.1 Explain what is meant by an unhealthy agreement.
7.2 Explain the various team-building options that have been used successfully to reduce team
conflict.
Reading Assignment
Chapter 8: Overcoming Unhealthy Agreement
Chapter 9: Reducing Conflict Between Teams
Unit Lesson
In this unit, we will discuss how to overcome unhealthy agreements and find successful ways to manage
conflict within teams. Typically, unhealthy agreements occur when a worker opts to respond positively to the
first suggestion a team member makes simply to keep peace and remain positive. This creates a pattern
where decisions are made which have not been scrutinized or fully supported by a group. Consequently, this
often leads to poor decision-making and inadequate team performances (Dyer, Dyer, & Dyer, 2013).
When problems are identified, it is sometimes common for an outsider or consultant to be hired to analyze the
team and find a solution. When working with the team, the consultant will sometimes discover that members
are behaving in a passive-aggressive manner and simply agreeing with the suggestions of others. Yet, at the
same time, these members experience a feeling of powerlessness. When this behavior occurs, team
members also tend to blame the team for the condition it is facing. Moreover, they will often become
frustrated and dissatisfied with the team if they do not feel members are taking the right strides to meet
organizational goals (Dyer et al., 2013).
Being able to speak up and go against the suggestions of another takes skill and courage. Members must
learn to take risks and be bold in the midst of their fears. After finding success in offering quality suggestions
for consideration, they should become comfortable voicing their thoughts in the future. When teams are
unable to resolve problems quickly, an outsider or consultant can take an unbiased stance and ask the
following questions (Dyer et al., 2013):
?
?
?
What problem does this team have that you have had a hard time discussing? What decisions have
been made with which you do not agree?
What actions or decisions would produce the best results for the team over time?
What do you think will happen if you do not discuss your concerns, feelings, beliefs, and suggestions
with all members of the team who are involved with the problem?
Team members must realize their input is valued. During the collection of data, it is important that all key
members are involved in the sharing of information, typically during a planned meeting. When two or more
teams are expected to work together, an inter-team development program may be appropriate. The goal of
the program is to develop a problem-solving process that will reduce the existing dysfunctional interaction and
allow future problems to be solved before a breakdown in team interaction occurs. In this case, an outside
consultant would explain the purpose and format of the program to members of both teams. It is the
responsibility of the manager to ensure that time is scheduled for both teams to work together to tackle the
interface problem(s) (Dyer et al., 2013).
BSL 4060, Team Building and Leadership
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In organizations today, whether onsite or virtual, it is imperative that teams understand
the significance
UNIT x STUDY
GUIDE of
collaborating effectively. Communication has always been a key part of any development,
no matter the size
Title
of the project or the members involved in the tasks assigned. Each group must see the larger picture and how
they contribute to the overall result.
“On a cold January day, a forty-three-year old man was sworn in as the chief executive of his country. By his
side stood his predecessor, a famous general who, fifteen years earlier, had commanded his nation’s armed
forces in a war that resulted in the defeat of Germany. The young leader was raised in the Roman Catholic
faith. He spent the next five hours watching parades in his honor and stayed up celebrating until three o’clock
in the morning” (Sinek, 2009, p. 11). Often, when the previous few sentences are read, a picture of President
John F. Kennedy with his top hat formally positioned on his head comes to mind because you might assume
the events took place in 1960. In reality, the description is of events in January 1933, and the new chief
executive was Adolf Hitler. Assumptions. Until the date was revealed, most people assumed we were
discussing Kennedy. This example is important because our behavior is affected by our assumptions or our
perceived truth (Sinek, 2009).
One of the critical components of successful organizational communication internally and externally is getting
the message to the listener with the same intention as the sender desired. For us to reduce conflict within our
organization, we need to communicate clearly and make every effort to check and double-check that the
message is clear and on track.
Finding the necessary methods to resolve conflict and encouraging everyone to have a positive, open-minded
attitude regarding future milestones is important for any business striving to achieve fundamental goals and
organizational excellence (Dyer et al., 2013).
Click the link below to view a video from MyCourseTools that discusses how to create a successful team
environment.
http://media.pearsoncmg.com/pcp/pls/pls_mycoursetools/fufillment/mct_1256689785_csu/kingston/kingston_
video/index.html
References
Dyer, W. G. Jr., Dyer, J. H. & Dyer, W. G. (2013). Team building: Proven strategies for improving team
performance (5th ed.). San Francisco, CA: Jossey-Bass.
Sinek, S. (2009). Start with why: How great leaders inspire everyone to take action. New York, NY: Penguin.
Suggested Reading
Reducing team conflict is a challenge that many leaders will ultimately face. This article will provide you with
another approach that can be used to reduce team conflict.
Please use the Business Source Complete database in the CSU Online Library to read the following article
that elaborates more on reducing team conflict.
Neuman, E. J., & Avgar, A. C. (2013). A bridge over troubled water? The push and pull of team conflict on
between-team network ties. Academy of Management, 998-1003.
BSL 4060, Team Building and Leadership
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