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Essay / Research Paper Abstract
This 3-page paper focuses on conflict resolution and team dynamics. Suggestions are given for how to keep conflict constructive. Bibliography lists 6 sources.
Page Count:
3 pages (~225 words per page)
File: D0_MTteamdyna.rtf
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Unformatted sample text from the term paper:
the case, how can teams pull together in harmonious fashion and work together for the benefit of group facilitators? How can leaders expect to keep the group focused and execute
the task at hand? First, it needs to remember that there is no way conflict can be avoided in a work-related or
team-related situation. Its impossible to get a variety of people into a group and not expect some sort of altercation. Its not in peoples nature to necessarily be harmonious 100%
of the time. Second, it also needs to be remembered that not all conflict is necessarily bad. Conflict means new ideas are
being generated and new thoughts being put forth. Some managers dub this "constructive conflict," and it involves people being upfront (respectfully, of course) and honest in their opinions about certain
things and ideas (Caudron, 1999). Constructive conflict can mean that a bad idea doesnt get to market because a member of a group can prove it just wont work (Caudron,
1999). Constructive conflict means that there is no such thing as a rubber stamp or a yes may. Constructive conflict means ideas are generating, emotions engaged and interest growing. The
wise manager will know how to handle constructive conflict so that its beneficial, rather than detrimental, to an organization. Though conflict
has many faces, they can be pretty much broken down into three categories: intrapersonal, interpersonal and cultural (Cronk, 1999). Intrapersonal conflict deals with disappointment and frustration over unmet expectations -
either by boss or employee, unresolved anger or frustration and a perceived lack of control (Cronk, 1999). Interpersonal conflict involves incompatibility with a co-woker, divergent or different ideas and interests
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