Download Building Conflict Competent Teams (J-B CCL (Center for by Craig E. Runde, Tim A. Flanagan PDF

By Craig E. Runde, Tim A. Flanagan

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Indd 13 4/24/08 12:24:55 PM 14 BUILDING CONFLICT COMPETENT TEAMS of conflict based on the work of our colleagues Sal Capobianco, Mark Davis, and Linda Kraus: we suggested that conflict begins with sometimes minor differences and evolves over time. We focused on the fascinating volume of diversity in our organizations. People are different: we have different values, different styles, different personalities, different experiences, and different perspectives. This being the case, we suggested that leaders and anyone aspiring to become a leader be prepared to deal with the inevitable conflicts that arise out of these differences.

Feelings of Incompatibility Regardless of the kinds of differences that appear, conflict arises only if the people involved sense that their differences are somehow incompatible. Sometimes the mere appearance of incompatibility is all that is needed. Even when we are mistaken or misinterpret what another person has said, it can be enough to spark conflict. Consider the following example. Mary was irritated that Allen wanted to spend most of the advertising budget on print media, when most of their new customers were coming from the Internet.

Indd 20 4/24/08 12:26:37 PM WHERE CONFLICT COMES FROM 21 The Nature of Conflict In our previous book, we defined conflict as “any situation in which interdependent people have apparently incompatible goals, interests, principles, or feelings” (Runde and Flanagan, 2007, p. 22). Teams are made up of people bound together by common goals. In other words, team members are interdependent; they have to work together to accomplish their objectives. As we will see later in this chapter, any collection of people brings a variety of differences to any situation.

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