Hi Amanda
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Hi Amanda, I suppose it is a chain reaction, Dennis got you thinking and you have me thinking where "there is no conflict there is no communication" there is probably very little productivity. Even though the word 'conflict' implies negativity what can be more negative as lack of communication? The ability to communicate gives people an opportunity to exchange ideas, thoughts and share feelings, including resolve differences. Conflict can be an enlightenment when it is resolved peacefully. As human beings, we have a natural desire to communicate and interact with one and other, when we are not allowed to speak our opinions out of fear, eventually fear turns to anger and frustration. I am impressed with the way you stated it: "At some point, after having bubbled up internally their disagreement and discontent for so long, somebody will explode and voice their opinion." In addition, person's voice can cause destroy the whole team. Conflict is cannot be ignored by silencing employees, nor does it disappear because someone pretends that it does not exist. It must be recognized and resolved.
15 “If your brother sins, go and show him his fault when the two of you are alone. If he listens to you, you have regained your brother. 16 But if he does not listen, take one or two others with you, so that at the testimony of two or three witnesses every matter may be established. 17 If he refuses to listen to them, tell it to the church. If he refuses to listen to the church, treat him like a Gentile or a tax collector.
A good leader uses conflict as a barometer to identify where the problem areas in the execution of a strategy are. If a conflict appears, then the leader addresses the issue, the location, department and the people impacted. It usually flags: •
communication problems, misunderstandings
• • •
problem with available resources people problems problems in the execution of the strategy
If the leader is very responsive to the issue that caused the conflict, supporters will quickly realize that the leader is actively engaged in the organization, and is sincere about correcting the problems. If the leader ignores the conflict, it will escalate into a large unmanageable turmoil that will cripple the organization and its effectiveness. Ultimately the leader by his or her laissez-faire (Bass and Avolio,1995,1997),reaction to the conflict will pay a huge price for the lack of decisiveness. 000000000000000000000000000000009999999999999999999999888 888888883333333333333333333335555555557 Excellent choice of words Gene, Once the problem area has been identified the leader can determine the root of the conflict, in other words, why did conflict occur in a certain area or department as oppose to other area(s) or department(s). Background knowledge about certain types of conflict may require the enactment of new company policies, especially if a company is in its infant stage. For instance, this is the situation I encounter at my middle school in a multi-handicap classroom. The teacher complaint repeatedly about conflict between her 2 aides. The principal insisted that it was in my department and I needed to handle my people. After visiting the classroom, talking to the aides and the teacher it was obvious that there were gross problems. These problems ranged from physical location of the classroom with limited space per student, and the aides were not assigned daily responsibilities in the classroom. Although, this should never have been a conflict, however since it was we were able to resolve it to everyone’s satisfaction. The class was relocated to a room with adequate space, near a bathroom, speech physical therapist offices. In addition, the district enacted new policy raising the standard for
aides resulting in educational improvements. This was the first multi-handicap at the middle school since then I have discovered that even in the best situation conflict will occur simply because people are involved. %%%%%%%&&&&&&&&&&&&&&&&&&&%%%%%%%%%%%%%%%%%%%&&&&&&&&&&&& &&&&&&&%%%%%%%%%%%%%%%&&&&&&&&&&&&&&&&&%%%%%%%%%%%%%%%%& What role does conflict play in the establishment of leader/follower relationships? One can consider that miscommunication, differences of opinion, and incongruence of style are expected occurrences and conditions in any organization. Lewis (1997) states that effective leadership involves effectively managing conflict among interdependent group members. In considering the various leadership approaches, the underlying principle of each involves how communication flows and what is communicated among the leader and followers. When this flow is interrupted by differences among the members, whether or not it involves a difference directly related to the leader, it becomes part of the leadership role to restore a functional relationship. Kotlyar and Karokowsky (2007) discuss two types of conflict in organizations, cognitive and affective. While cognitive conflict relates to ideas and tasks, affective refers to emotion and personal differences. According to Kotlyar and Karokowsky (2007), it is the task of the leader to manage the communication process to avoid allowing cognitive conflict to dissolve into destructive affective conflict. Walter I enjoyed your post, to add to what you have stated Garmston (2005) indicated that cognitive conflict, which is a characteristic of high performing groups, occurs when teams are in disagreement about ideas and approaches. As long as disagreements among team members focus on substantive, issuerelated differences of opinion, they tend to improve effectiveness. Cognitive conflict occurs as team members examine, compare, and reconcile these differences. Issues are separated from people. Cognitive conflict is a characteristic of high-performing groups. Affective conflict is interpersonal, with either person-to-person or group-to-group antagonism. Affective conflicts sap energy, sidetrack tasks, and block work. Affective conflict, however, tends to lowers effectiveness by fostering hostility, distrust, cynicism, avoidance, and apathy among team members. This type of conflict focuses on personalized anger or resentment usually directed at individuals or groups rather than ideas. The list below depicts the outcome of conflict in teams
Outcomes of conflict in teams Affective Conflict
Cognitive Conflict
Poorer decisions
Better decisions
Decreased commitment
Increased commitment
Decreased cohesiveness Increased cohesiveness Decreased empathy
Increased empathy
Reduced progress Increased understanding Adapted from Amason, Thompson, Hochwarter, & Harrison, 1995 Garmston, R. J., (Summer 2005). Group wise: how to turn conflict into an effective learning process. National Staff Development Council, 26, (3) 20-33.
15 “If your brother sins, go and show him his fault when the two of you are alone. If he listens to you, you have regained your brother. 16 But if he does not listen, take one or two others with you, so that at the testimony of two or three witnesses every matter may be established. 17 If he refuses to listen to them, tell it to the church. If he refuses to listen to the church, treat him like a Gentile or a tax collector.
A good leader uses conflict as a barometer to identify where the problem areas in the execution of a strategy are. If a conflict appears, then the leader addresses the issue, the location, department and the people impacted. It usually flags: •
communication problems, misunderstandings
• • •
problem with available resources people problems problems in the execution of the strategy
If the leader is very responsive to the issue that caused the conflict, supporters will quickly realize that the leader is actively engaged in the organization, and is sincere about correcting the problems. If the leader ignores the conflict, it will escalate into a large unmanageable turmoil that will cripple the organization and its effectiveness. Ultimately the leader by his or her laissez-faire (Bass and Avolio,1995,1997),reaction to the conflict will pay a huge price for the lack of decisiveness. 000000000000000000000000000000009999999999999999999999888 888888883333333333333333333335555555557 Excellent choice of words Gene, Once the problem area has been identified the leader can determine the root of the conflict, in other words, why did conflict occur in a certain area or department as oppose to other area(s) or department(s). Background knowledge about certain types of conflict may require the enactment of new company policies, especially if a company is in its infant stage. For instance, this is the situation I encounter at my middle school in a multi-handicap classroom. The teacher complaint repeatedly about conflict between her 2 aides. The principal insisted that it was in my department and I needed to handle my people. After visiting the classroom, talking to the aides and the teacher it was obvious that there were gross problems. These problems ranged from physical location of the classroom with limited space per student, and the aides were not assigned daily responsibilities in the classroom. Although, this should never have been a conflict, however since it was we were able to resolve it to everyone’s satisfaction. The class was relocated to a room with adequate space, near a bathroom, speech physical therapist offices. In addition, the district enacted new policy raising the standard for
aides resulting in educational improvements. This was the first multi-handicap at the middle school since then I have discovered that even in the best situation conflict will occur simply because people are involved. %%%%%%%&&&&&&&&&&&&&&&&&&&%%%%%%%%%%%%%%%%%%%&&&&&&&&&&&& &&&&&&&%%%%%%%%%%%%%%%&&&&&&&&&&&&&&&&&%%%%%%%%%%%%%%%%& What role does conflict play in the establishment of leader/follower relationships? One can consider that miscommunication, differences of opinion, and incongruence of style are expected occurrences and conditions in any organization. Lewis (1997) states that effective leadership involves effectively managing conflict among interdependent group members. In considering the various leadership approaches, the underlying principle of each involves how communication flows and what is communicated among the leader and followers. When this flow is interrupted by differences among the members, whether or not it involves a difference directly related to the leader, it becomes part of the leadership role to restore a functional relationship. Kotlyar and Karokowsky (2007) discuss two types of conflict in organizations, cognitive and affective. While cognitive conflict relates to ideas and tasks, affective refers to emotion and personal differences. According to Kotlyar and Karokowsky (2007), it is the task of the leader to manage the communication process to avoid allowing cognitive conflict to dissolve into destructive affective conflict. Walter I enjoyed your post, to add to what you have stated Garmston (2005) indicated that cognitive conflict, which is a characteristic of high performing groups, occurs when teams are in disagreement about ideas and approaches. As long as disagreements among team members focus on substantive, issuerelated differences of opinion, they tend to improve effectiveness. Cognitive conflict occurs as team members examine, compare, and reconcile these differences. Issues are separated from people. Cognitive conflict is a characteristic of high-performing groups. Affective conflict is interpersonal, with either person-to-person or group-to-group antagonism. Affective conflicts sap energy, sidetrack tasks, and block work. Affective conflict, however, tends to lowers effectiveness by fostering hostility, distrust, cynicism, avoidance, and apathy among team members. This type of conflict focuses on personalized anger or resentment usually directed at individuals or groups rather than ideas. The list below depicts the outcome of conflict in teams
Outcomes of conflict in teams Affective Conflict
Cognitive Conflict
Poorer decisions
Better decisions
Decreased commitment
Increased commitment
Decreased cohesiveness Increased cohesiveness Decreased empathy
Increased empathy
Reduced progress Increased understanding Adapted from Amason, Thompson, Hochwarter, & Harrison, 1995 Garmston, R. J., (Summer 2005). Group wise: how to turn conflict into an effective learning process. National Staff Development Council, 26, (3) 20-33.
