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LDRS 612 Leading Change And Innovation

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LDRS 612 Leading Change And Innovation

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LDRS 612 Leading Change And Innovation

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Course Code: LDRS 612
University: Trinity Western University

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Country: Canada

Question:
Team Leadership & Collaboration
 What are sources of conflict in teams and how would you help a team resolve conflicts in productive ways to build trust, increase accountability, and create desirable results?

Answer:
Introduction
While working in the organizational environment, multiple reasons can create problem in the process of building a team that operates in a harmonious manner. It has often monitored that the organizational conflicts often results into the lack of production and creates a disruptive situation within the organization. Hence, it is very much necessary for the organizations to find out the reasons behind the conflicts and to find possible solutions.  
Reasons behind Conflict in an Organizational environment:
In order to maintain the harmony and the working culture within an organizational set up, the factors that are affecting the organizational environment are to be highlighted at the very beginning. Possible reasons behind the turmoil can be:

Competition: having a tough competition amongst the employees of an organization can lead to the organizational conflict. In the present corporate scenario, the teams and the employees are m driven by goals and targets (Spaho, 2013). Hence, an environment of tough competition arises amongst them.
Lacking understanding in job responsibilities: having lack of knowledge about the individual responsibilities can drive the employees into conflicts. Often it is found that the employees are not clearly aware of the responsibilities that they need to handle (Mughal & Khan, 2013). This leads to a situation of conflict amongst the employees and the managers.
Dependency: in an organizational set up the work process is mostly interdependent in nature. Hence, it is often observed that an employee has to suffer for the inefficiency of the other. Moreover, the situation of interdependency also leads the employees to the path of misunderstanding.
Failure: the fear of failure is one of the major issues that create a misunderstanding and conflict amongst the employees. It is also to be mentioned that the fear of failing often leads the extent of blaming one another.
Lack of trust: lack of trust and coordination amongst the employees is another important factor that can create organizational turmoil. In addition this, the employees often tend to disagree regarding the matters of implementing a decision. The employees often disagree about the procedure of execution and implementation of strategies. These factors enhance the possibility of conflict amongst the employees.
Poor organizational culture: the organizations that are having poor working environment are often prone to conflict amongst the workers. The organizations that cannot provide the employees with proper infrastructure and working culture are prone to these kinds of conflicts. The reason behind the conflict can also be identified as the dissatisfaction of the employees.
Providing feedbacks: The feedbacks provided by the leaders and the peers influence the employees largely. Hence, lack of frequent and valuable feedbacks may lead the employees to engage in a tensed and troubled scenario.

Apart from these primary factors, various other factors can play influential role in creating trouble amongst the employees. The factors may vary from conflicts of interest to the lack of mutual understanding amongst the employees and the leaders.
Possible ways of resolving team conflicts:
Building mutual trust and understanding amongst the employees and the employer is important to maintain organization harmony. Moreover, it is be understood that the organizations and the entire workforce need to be in a symbiotic relationship so that both the employees and the organizations can be benefited (Stephens et al., 2013). However, in order to maintain the harmonious relation and solve the issue hampering employee relations, a structured method should be applied. In this regard, a three way process should be followed:

Preparing for Resolution
Understanding and Analyzing the problems
Coming to an Agreement

Preparing for Resolution

The primary step in order to solve any conflict amongst the employees is to preparing to resolve. In order to resolve any problem, a leader must acknowledge the fact that a situation of conflict have risen within the organization. Many a times, the leaders tend to ignore the situations and try to imply that the situation does not need any senior intervention (Schlaerth, Ensari & Christian, 2013). This might aggravate the matter. Hence, acknowledgement is highly important.
After acknowledging the conflict situation, the leader needs to discuss and understand the gravity of the matter. It is also important for the leaders to discuss the possible impact of the conflict upon the team as well as the organization.
The leaders should take initiative to communicate and involve the employees to cooperate with each other. The employees involved in the conflict must be convinced to resolve the matter and cooperate. The most important thing about the process of resolving any conflict situation is to communicate (Spaho, 2013). The leaders and the concerned employees need to have proper conversation so that the situation can be analyzed.

Understanding and Analyzing the Problems
As the employees are convinced to resolve the issues amongst themselves, then the leaders should involve into the process of analyzing and understanding the situation. The process of analyzing involves hearing out to the different points of views of the concerned people, as well as the people who can be affected because of the conflict. The steps that are to be followed are as follows:

Clarifying the different views is the first step in the process of understanding. Every ideas should be considered and acknowledged by the team members.
Afterwards, the facts and the ideas need to be jotted down.
The next step is to analyze and segregate the people who have similar idea. This process will help the people understanding the different views and come to an understanding.

Coming to an Agreement
The final step of resolving a conflict is to coming to agreement. After analyzing ad understanding each other’s views, the parties involved in the dispute need to come to a solution in order to resolve the issue (Nordin et al., 2014). By considering the acts and assumptions, the best possible solution needs to found out. In addition to this, the parties involved in the dispute should also reach to a point of agreement regarding the prescribed solution.
Conclusion
It is also a responsibility of a leader to avert any further conflict. Prevention is the only possible way to build mutual trust and understanding amongst the employees of an organization. The factors that influential role in preventing conflicts such as having proper communication, addressing the conflict immediately, encouraging different points of views and being open to views and keeping the conflicts within the team.
Reference
Mihalache, O. R., Jansen, J. J., Van den Bosch, F. A., & Volberda, H. W. (2014). Top management team shared leadership and organizational ambidexterity: A moderated mediation framework. Strategic Entrepreneurship Journal, 8(2), 128-148.
Mughal, M. R., & Khan, M. (2013). Impact of conflict and conflict management on organizational performance. International Journal of Modern Business–Issues on Global Market, 1(3), 1-19.
Nordin, S. M., Sivapalan, S., Bhattacharyya, E., Ahmad, H. H. W. F. W., & Abdullah, A. (2014). Organizational communication climate and conflict management: communications management in an oil and gas company. Procedia-Social and Behavioral Sciences, 109, 1046-1058.
Schlaerth, A., Ensari, N., & Christian, J. (2013). A meta-analytical review of the relationship between emotional intelligence and leaders’ constructive conflict management. Group Processes & Intergroup Relations, 16(1), 126-136.
Spaho, K. (2013). Organizational communication and conflict management. Management: journal of contemporary management issues, 18(1), 103-118.
Stephens, J. P., Heaphy, E. D., Carmeli, A., Spreitzer, G. M., & Dutton, J. E. (2013). Relationship quality and virtuousness: Emotional carrying capacity as a source of individual and team resilience. The Journal of Applied Behavioral Science, 49(1), 13-41.

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