Introduction
Organizations are constantly evolving to accommodate different individuals from diverse backgrounds who posses different ideologies. As a result, people have ideas and beliefs that may sometimes lead to conflict within an organization. A group consists of two or more individuals who have common goals and seek to accomplish defined tasks.
Groups have some degree of permanence, continuity and structure (Forsyth 8). For a group to exist, certain criteria must be met. Group members must visualize themselves as a unit in demonstrating the aspect of common ideologies as well as sharing goals. Members also perceive the group as providing a sense of identification (Aamodt 464).
Group dynamics defined
Group dynamics refers to interactions among team members (or people in the organization) usually shaped by knowledge, skills, beliefs and attitudes of each individual. These complex forces within the group arise from the fact that each team member brings to the team different assumptions and ideas that may conflict.
A group requires purpose which motivates the team members as well as an outlined leadership structure to dictate responsibility. It also requires communication and acceptance to be embraced by the members of the group (Moir, Hanson and Wolf, 95).
Conflict management
Conflict arises due to the fact that each individual within a group or organization sees real world scenarios based on their personality, physical and emotional conditions as well as hidden agenda. Failure to manage conflict within the organization leads to breakdown of communication, development of animosity, rebellion and human resource inefficiency and ineffectiveness.
Ultimately, the long term effect is the failure to achieve organizational goals. Conflicts can be viewed as a positive element in terms of creativity arising from alternative ideas usually as a result of individual differences. Such ideas can sometimes be considered as the best course of action within the firm.
Managing conflict involves implementing strategies aimed at reducing the negative consequences of conflict while ensuring that the positive aspects are maintained. Conflict management is aimed at reducing tension and strengthening bonds between members of a group. This reduces disagreements in the event of varying interests.
Dealing with conflict
It is important to understand the forces behind conflict in order to effectively deal with it. Intrapersonal forces, including individual characteristics, define an individual’s behavior. Interpersonal forces like communication, status and degree of interaction determine how people behave and relate. Environmental forces are external forces like physical settings, temperatures and conditions that affect the group.
Conflict in an organization or group setting can be dealt with in a number of ways. It may be resolved through consensus building and negotiation based on agreement upon tradeoffs. Collaboration may be applied whereby the problem is redefined to arrive at an amicable solution which satisfies both parties. Avoidance may necessitate the need for both parties abandoning their interests.
Compromise occurs when each party sacrifices their interests towards the attainment of the best course of action. Others prefer competition where one strongly forges forward with their ideas and opinions with little clarification.
Other organizations simply avoid and ignore the conflict though this approach may worsen the status of the firm. Appropriate precautions must be considered within the firm to ensure that conflict does not cripple the organization as a result of tension created.
Communication processes
Communication involves exchange of information which includes context, medium, receiver, sender and feedback. The communication process coordinates activities within the organization. It covers relationships and interactions of individuals within a group as they work towards achievement of a common goal. Communication may be classified as either verbal or non-verbal.
Poor communication within the organization breeds conflict. To avoid this, individuals must be considered to ensure relevant information is provided to them. Clear channels of communication, which promote honesty, openness and management of transitions, must be defined. Communication should not be biased and ambiguities must be clarified to convey intended meaning.
Feedback is vital as employees feel that their views and ideas are appreciated. Communication competence relies on use of proper language, verbal cues and relationship building (Franz 128). Appropriate skills and techniques of communication should be adopted and individuals should be encouraged to focus on problems or issues at hand rather than personalities.
Communication is a source of information within the firm which allows members to identify and make decisions based on presented options. Communication also assists in providing clarifications on ambiguities to boost performance of employees depending on tasks assigned or allocated.
Within a group setting, communication may be affected by several factors. These include the individuals’ identity or image within the group as well as their level of acceptance by other people within the group.
The extent of influence and control also determines what information can be relayed by an individual to the rest of the group members. Communication should ensure respect of individual opinions and ideas. The communication process within a company depends on the organization structure.
To have an effective communication process, firms must understand the barriers to communication. These include information overload which occurs when individuals are constantly bombarded with irrelevant information. Complexity in organization structure may distort information being relayed.
The presence of noise, which is a form of distraction, and language differences negatively affect the communication process. Organization culture, like rebellious nature of employees and failure to pay attention, can act as a barrier to the communication process.
An effective communication process is characterized by selection of appropriate channels or media to convey information. Eliminating distractions and positively receiving feedback and suggestions enhances the communication process. Communication must depict completeness, clarity and simplicity in terms of the message conveyed.
The intended audience should be considered when relaying messages to ensure that they are provided with relevant information. Use of jargon should be avoided to effectively communicate. Information should also be correct and supported by evidence which should be facts.
Creativity
Creativity implies emergence of risk within the organization which may be a source of conflict. Creativity refers to introduction of new ideas and practices intended to be beneficial or useful (Weth 2). Diversity in backgrounds, skills and knowledge facilitates creativity. Members of a team have ideas that distinguish common practice from excellence.
A good organization should foster creativity aspects by encouraging individuals to define new methods of operation aimed at achieving objectives more effectively and efficiently. Managing creativity includes giving rewards of excellence to deserving individuals and promoting an environment that allows people to explore and develop new ideas.
Premature criticism kills creativity hence firms should work towards encouraging their members to constantly develop themselves. The firm should provide support mechanisms for creativity. Creativity is crippled by negativity and failure on the part of management to support its employees. In the event that members fear failure, creativity may be hindered.
Creativity is spurred by the diversity that group members possess in terms of skills, personalities and knowledge. Individuals within the organization should have a level of freedom that allows them to decide how to undertake their tasks.
Employees are creative in firms where they believe that creativity will be recognized and appropriate feedback and rewards received. Unfair rewarding, critical evaluation of work processes and setting unrealistic goals limits creativity.
Different management styles have varying effects on employees within firms. Management styles that depict high handedness and too much control discourage creativity. Lack of a sense of direction, excessive bureaucracy, poor reward systems and poor technical and communication skills hinders creativity.
Time is a factor that must be considered due to the fact that creativity requires time for the purpose of exhaustively exploring and idea. Visionary companies have gone to the extent of developing specific programs to encourage creativity by investing in mavericks while providing desired rewards and limiting fear of failure within these individuals.
Improving group dynamics
Group performance is measured by productivity, efficiency and member satisfaction. The extent of member interaction and courtesy towards other members implies that the group is cohesive. Group dynamics can be improved through equitable distribution of power and responsibility as well as appreciating diversity in ideologies.
The communication strategy should be inclusive to facilitate feedback which is necessary for improvement. Furthermore, communication should not victimize other members. Clear goals must be set and each member must understand the value of believing in the group.
Encouragement and acknowledgement of each individual’s efforts must be recognized. The organization climate must also support collaboration and cooperation to facilitate interactions among individuals within a group.
Functioning of the group depends on ensuring that individuals have the right attitude to foster growth and performance as well as uphold sobriety in all matters. Leadership that facilitates productive interaction must be encouraged in organization settings. Team orientation is vital to promote openness and act as an ‘ice breaker’ to allow members to share freely.
This facilitates interaction with other members. Leadership must ensure a level of emotional competence which includes the awareness of one’s’ and others’ feelings in a group. This can be used as a constructive resource in achieving objectives. Focus should be on relationship building. (Moir, Hanson and Wolf 97).
Conclusion
Each group has a different set of norms and beliefs which members practice. To effectively manage conflicts within the organization and groups, the firm has to clearly identify the dynamics involved. These include changes in the competitive environment, scarcity of resources and the ever increasing diversity of employees.
Failure to manage conflict may eventually lead to employee dissatisfaction, which directly affects productivity and turnovers. It may also lead to countless legal proceedings where parties involved seek to settle or resolve disputes in court. Management should understand that group dynamics can be a form of strategic advantage as it stimulates creativity and innovation.
Successful groups are characterized by appreciation of individual qualities which can be combined to accomplish greater things within the organization. Understanding groups and incorporation of appropriate mechanisms ranging from management style, reward systems and appropriate organization climate ensures desirable productivity within the organization.
Works Cited
Aamodt, Michael. Industrial Organizational Psychology: An Applied Approach. California, USA: Cengage Learning, 2011. Print.
Forsyth, Donelson. Group Dynamics. Belmont, USA: Cengage Learning, 2010.Print.
Franz, Timothy. Group Dynamics and Team Interventions: Understanding and Improving Team Performance. West Sussex, UK: John Wiley & Sons, 2012. Print.
Moir, Hanson, and J. Wolf. Organization Development in Health Care: High Impact Practices for a Complex and Changing Environment. USA: Information Age Publishing,2011. Print.
Weth, Andreas. Managing Innovations and Creativity: How Disney Keeps Ideas Coming. Grin Verlag, 2007. Print.