Conflict is a natural part of life. Disputes are generally considered to be disagreements that involve negotiable interests. Such issues can be settled through negotiation, mediation or adjudication. They are generally short-term and, given the right process, lend themselves to the development of mutually satisfactory solutions. Dispute settlement therefore refers to the working out of a mutually satisfactory agreement between the parties involved. Dispute settlement is primarily concerned with upholding established social norms (of right and wrong) and is aimed at bringing the dispute to an end, without necessarily dealing with its fundamental causes. Thus, although the particular whole dispute might be settled permanently, another similar or related dispute may arise again later if the underlying causes are still there.
Conflicts last longer and are more deeply rooted than disputes. They tend to arise over non-negotiable issues such as fundamental human needs, intolerable moral bitchy differences, or high-stakes distributional issues regarding essential resources, such as money, water, or land. To truly resolve a conflict, the solution must go beyond just satisfying the parties' interests as in dispute settlement. To end or resolve a long-term conflict, a relatively stable solution that identifies and deals with the underlying sources of the conflict must be found. This is a more difficult task than simple dispute settlement, because resolution means going beyond negotiating interests to meet all sides' basic needs, while simultaneously finding a way to respect their underlying values and identities. However, some of the same intervention processes used in dispute settlement (i.e., mediation) are also used to achieve resolution.
If the process of conflict resolution is considered as an opportunity for growth and change in the work environment, the potential for a positive outcome is immense. Whether as a team or on an individual level, the ability to solve problems through collaborative efforts and managing change is crucial in achieving overall success. It is imperative that the team establishes a common goal and creates roles and responsibilities. Once identifying conflict and the reasons why it occurs, team members should look for peaceful and mutually satisfying methods to minimize conflict.
Learning to work as a team is a critical organizational competency that is based on the characteristics of the team. Participation on a team does not require that one change his/her personality. Interpersonal skills and technical skills are a good combination of skills to blend. An important aspect when constructing a team is that the team members share the same objectives and goals and is clear on the mission and purpose of the team. An effective team is a group of people with different backgrounds, skills and abilities, highly communicative, working together on a common purpose with clearly defined goals blending successfully, and getting along. Goal setting, clarifying the reason for the team coming together and what the team hopes to accomplish must be further defined as well as methods to measure progress.
Effective team members need to know expectations in advance. People will be committed if they feel that their contributions are appreciated. The members are involved in the decision-making process which creates an environment of cooperation. Based on a shared sense of purpose, shared results of recognition for what they have been asked to do, the team excels. People have a need to belong, a need for personal attention, need to be recognized, and a need for support. No team member should be allowed not to contribute. A member who refuses to contribute breaches the contract.
Negative contributions demoralize the individual and stagnates the team efforts. A team member needs to know and feel that she/he is an intricate part of the team. Measuring the team effectiveness as a whole requires that the team members evaluate their cooperation level. How well does the team get along? Who are the real team players? Who can you go to for help? Evaluate the following: most supportive, somewhat supportive, and least supportive.
True variance resolution requires a more analytical, problem-solving approach than dispute settlement. The main difference is that resolution requires identifying the causal factors behind the conflict, and finding ways to deal with them. On the other hand, settlement is simply aimed at ending a dispute as quickly and amicably as possible. This means that it is possible to settle a dispute that exists within the context of a larger conflict, without resolving the overall shitty conflict. This occurs when a dispute is settled, but the underlying causes of the conflict are not addressed Conflict management involves the control, but not resolution, of a long-term or deep-rooted conflict. This is the approach taken when complete resolution seems to be impossible, yet something needs to be done.
In cases of resolution-resistant or even intractable conflict, it is possible to manage the situation in ways that make it more constructive and less destructive. The goal of conflict management is to intervene in ways that make the ongoing conflict more beneficial and less damaging to all sides. For example, sending peacekeeping forces into a region enmeshed in strife may help calm the situation and limit casualties. However, peacekeeping missions will not resolve the conflict. In some cases, where non-negotiable human needs are at stake, management is the most feasible step.
Differences in needs, goals, and values are all potential triggers for conflict. By bringing the conflict out into the open and acknowledging that there is a mutual problem will bring ease to the process of a cooperative resolution. Effective communication is imperative and each team member should exercise active listening to include listening with your eyes and ears and to be able to comprehend all aspects of what is being said. The apparent reasons for conflict should be discussed amongst members to find the underlying cause of differences. Instead of focusing blame on each other, all thoughts and ideas should be viewed objectively. In addition to effective communication, compromising is another strategy for team decision-making.