The effects that conflict can have on group functioning
can be minimized or exacerbated by the manner in
which it is dealt. The culture of each group is unique and
certain factors contribute to how conflict is addressed and
resolved (Paradis, Carron, & Martin, 2014a).
There are four main potential moderators that determine
the impact conflict has on group functioning: (1)
negative emotionality, (2) importance of the conflict,
(3) acceptability norms of conflict within the group,
and (4) resolution potential of the conflict (Jehn, Greer,
Levine, & Szulanski, 2008). Negative emotionality
refers to the presence of negative emotions during the
conflict episode. If the conflict episode is taken personally,
the conflict can further escalate. The importance
of the conflict refers to the perception of how high the
stakes are involved in the conflict. If the conflict is perceived
to be of great importance and the group cannot
proceed until it is resolved, swift resolution is necessary.
Acceptability norms refer to the group’s allowance/
comfort level for conflict to exist. Some groups
discourage conflict whereas others are open to some
conflict in the task process. If conflict arises in groups
with no conflict norms, then it cannot be dealt with
openly and could linger on to the detriment of the
group. Finally, resolution potential refers to the perceived
capability of the conflict being resolved quickly
and easily. Conflict that can be resolved efficiently will
have less detrimental effects on the group.
There is no one gold standard approach to conflict
resolution due to the unpredictability, uniqueness, and
variability of each conflict situation (Martin &
Beauchamp, 2014). Often, reactive approaches are
adopted that have already arisen as opposed to proactive
approaches to try and minimize the potential of
avoidable conflict. Creating a culture of open communication,
mutual understanding, and clarifying everyone’s
roles and responsibilities will go a long way to reducing
intragroup conflict, role conflict, and petty misunderstandings.
Implementing peer mentoring systems is
another popular way to achieve this objective where a
veteran on the team will work with a rookie and integrate
this person into the group culture.
In terms of a reactive approaches, conflict is often
dealt with through collaborating, contending, or avoiding
(Martin & Beauchamp, 2014). The strategy used
will depend on the individuals involved, the team’s culture,
and conflict norms. One intervention strategy is to have a “hot seat” meeting to clear the air and get teammate
feedback. Everyone’s grievances are brought to
the forefront, and the group decides the best way to
proceed. Depending on the maturity level of the group,
this can be done with or without a mediator. Finally,
conflict can be assessed through survey methods
(Paradis, Carron, & Martin, 2014b) to establish the
presence and severity of conflict. These assessments
can help inform the necessity for intervention.
