Team Resolution ProcessConflict should first be handled on an informal basis between the individuals involved. This, they say, will allow time for resolution or self-correction by the individuals. If the conflict remains unsettled, a mediator can be brought in to help resolve the situation. If resolution is still not achieved the dispute should be openly discussed in a team meeting. A formal discipline process needs to occur, if resolution is not achieved after being addressed at the team level. The escalating process of Team Resolution is as follows: 1. Collaboration (One-on-one): Handle the new problem person-to-person. Use as many facts as possible and relate the issue to customer, team, or organizational needs. Be open and honest and conduct the session in a private setting. Document the concerns or issues, the dates, and the resolution, if any, and have both parties sign it. 2. Mediation (One-on-one with Mediator): If collaboration did not work or was inappropriate, handle the problem with a mediator. The mediator must be trained in conflict resolution, understand policy and ethics, be trusted by the team, and have the ability to remain neutral. Gather facts and talk over the issue with the people involved. Bring up as many facts as possible and relate the issue to customer, team, or organizational needs. Be open and honest and conduct the mediation session in private. Document it and have all parties sign. 3. Team Counseling: The conflict is now a definite issue to the team. Collaboration and/or Mediation could not be done, were not appropriate, or did not work. Handle the conflict at a team meeting; put the problem on the next agenda and invite the necessary individuals. Again, bring up the facts, relate the issue to customer, team, or organizational needs. Be open and honest, discuss it in a private setting, document it, and have all parties sign it. Anyone on the team can put an issue or problem on the team agenda, however, this step should be used only after Collaboration, and Mediation has been ruled out. There are Five-P's of Conflict Management: 1. Perceptions: People associate conflict with negative responses such as anger, fear, tension, and anxiety. Rarely do we perceive any benefits from being involved in a dispute. Our negative perceptions impact our approach in resolving conflict as we strive to eliminate the source of these negative feelings. 2. Problems: Anyone can be involved in a conflict, and the amount of time, money, and equipment needed for resolution will vary according to its complexity. 3. Processes: There are different ways to go about resolving disputes: Suppress the conflict, give in, fight, litigate, mediate, etc. 4. Principles: We determine the priorities of all resolution processes on the basis of an analysis of our fundamental values regarding efficiency, participation, fairness, compliance, etc. 5. Practices: Power, self-interest, and unique situations are all factors relating to why people resolve disputes the way they do. 6 Negotiation Negotiation is the most effective response to conflict when both parties stand to gain something, each has some power, and there isinterdependency. Negotiation offers flexibility and viability other responses, such as Avoidance, Confrontation, and Diffusion lack. The process of negotiation involves listening to both sides and seeking out common areas of interest and agreement. There are four essential skills team leaders need to learn and apply to effectively resolve disagreements using the negotiation process: Diagnosis: Recognizing areas of understanding and areas of differences. Problem Solving: A process with numerous steps including data gathering, Considering its impact, examining alternatives, identifying solutions, and developing a plan of action. In order to resolve their differences, you should bring the parties together and, with the assistance of a third party, ask the following questions: What is the problem, as you perceive it? What do you want or need from the other person? What first step can you take to resolve the problem? Each party should be questioned while the other listens, asking questions only for clarification. Then the parties discuss a mutual definition and understanding of the problem. They should be allowed to express their feelings and get hostility out at this stage, but both parties must be willing to admit partial responsibility for the problem. This requires good listening, low defensiveness, and an ability to stay in a problem-solving mode. Agreement should be reached on what steps will be taken to resolve the problem, and should be put in writing in order to prevent later misunderstandings. The key to the negotiation process is exposing the different positions as early as possible. If conflict is left to simmer and then erupt into open warfare, it becomes much more difficult to resolve.
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