On the other, conflict can also have positive consequences such as increased creativity and promote the adoption of integrative solutions that reflect the diverse points of view. So how do you distinguish between bad and good conflict? This will help us typology of conflicts in the team. Researchers have identified three basic types of conflict: conflict relations, conflict related to the task and the conflict associated with the process. Conflict relationships – personal, defensive, and is associated with offense. Also known as emotional conflict, or affective.
It is associated with anger, personal tensions, conflict of personalities, egos and tensions. It is clear that the majority of leaders and teams tend to avoid such kind of conflict. But from time to time they fail. Conflict associated with the task or cognitive conflict, for the most part not related to individuals. It consists of arguments about the merits of ideas, plans and projects. Conflict related to the task, often effective in stimulating creativity, because it makes people rethink the issue and come to a result that will satisfy everyone. Disparate points of view are useful in a team for the development of creativity and innovation.
For example, when most of the team members opposed to the minority, which has a different point of view, the majority has to wonder why a minority of objects. This process reflections may give rise to previously existing ideas. Conflict associated with the process centers around the differences that arise from members of the team about the approach to a problem, and in particular the distribution responsibilities. Steve Rattner understands that this is vital information. Conflict relations, as a rule, threatens the productivity of the team, while the conflict is associated with the task has a positive impact on its operation. Disagreement about the problem are the most fruitful type of conflict. Relationship conflict is an obstacle to the efforts that people are investing in the solution of the problem, because the attention of the team absorbed attempts to reduce the threat, strengthening the power and establishment of cohesion, rather than work on the task. Conflict related to the task, by contrast, can improve results and productivity teams, improve the quality of decisions, introducing devil's advocate, constructive criticism and stimulating discussions. The main task of the leader of the team – to learn how to transform conflict relations in conflict-oriented task. How is this achieved? To do this: To increase the cohesion and trust between group members. Agreeing on common goals and collective vision. Encourage the conflict, orientation to the task and process, and allow them to come out. To teach conflict-oriented task. This can be done during teambuilding training. And if the manager will put the problem in training this way, the resulting efficiency of the team is really improved.