Sources of conflict

SOURCES OF CONFLICTS 4

Author’s

Team conflicts are major characteristic in many organizationscausing a lot of disagreements and misunderstandings. Differentsources are attributed to be the cause. To begin with, the managercan become a cause of conflict when he takes himself to be superiorand does not want to listen to anyone’s ideas and opinions. Hemakes all decisions out of his mind of which most of them is not asper the team’s expectations (Dyer et-al., 2013). It is thereforenecessary that the leader gauge his characters to see if he is thecenter of issues by taking out survey outside the group to get theresponses. He can ask the team members of issues which are attributedto him or use outside members within the organization to interviewthe team members and get their perceptions of his leadership.

Another source of conflict is the cultural difference in anorganization. We have different policy making and planning groupslike the government, consumer groups, labour and the environmentalgroups. Social groups are attributed by age, gender, politicalaffairs, religion and education. If the interests of these groups arenot considered, they can result in serious conflicts because theirlikes and dislikes often differ a lot (Dyer et-al., 2013).

The final source of conflict is when one member of the team becomethe problem and will not agree with anyone. It is necessary for sucha person to be fired, given transfer or be isolated (Dyer et-al.,2013). However, it will work best if the leader talks with thisperson one-in-one to identify his problem. He can also be given acritical or extra responsibility for a change.

Considering the manager as the source of the problem, the teammembers can ask for an open forum with the manager and share some ofthe problems they encounter working with him. If they fear this willnot work, they can use an outside member they trust in the firm toapproach the leader and express their opinions. Also they can requestfor questionnaires to give direct feedback to the questions themanager may want to know about himself or they can use arepresentative (Dyer et-al., 2013).

Reference

Dyer, W. G., Jr., Dyer, J. H., &amp Dyer, W. G. (2013). Teambuilding: Proven strategies for improving team performance (5thed.). San Francisco, CA: Jossey-Bass