Studies have shown that avoidance behaviours in team conflicts (both avoiding conflict and avoiding conflict management) have negative effects on teams as a whole. Prevention could not only exacerbate existing differences, but also reduce the overall potential of the team, as hidden opportunities in conflict management and case and opportunity assessment are not being exploited (Tjosvold, Law-Sun, 2006; Tjosvold, 2008). In such situations, it is useful to examine the context and consider broader interventions to (re) rebuild team cohesion, develop new teams as a whole, and even use large-scale approaches related to the development of the organization. In both scenarios, a conflict can be a great agent for change management. We collected data from a Dutch health organization that provides non-medical services and assistance to people with mental and/or physical disabilities. These people live or spend the day in health care facilities run by the health organization. The services offered aim to facilitate self-sufficiency and provide assistance in areas such as housing, work, leisure, menagic tasks, clothing and hygiene. Health care staff provide these services as team members of different sizes. Team members are dependent on each other because they benefit from a pool of limited resources (for example. B medical care), make joint decisions and share responsibility for customer assistance.
The health organization also evaluates staff performance at the team level (which we accept as a further increase in team interdependence). Conflict resolution is valuable leadership. People who can identify conflicts, recognize differences and find a quick and peaceful solution are essential for each organization. At the interpersonal level, cooperative approaches that prioritize the collective achievement of goals are beneficial. Based on the German theory of cooperation and competition (1973), intergroups include strategies that contribute sustainably to conflict resolution: Bradley, B. H., Postlethwaite, B. E., Klotz, A.C., Hamdani, M. R., Brown, K. G.
(2012). Enjoy the benefits of team task conflicts: the crucial role of the team`s psychological security climate. Journal of Applied Psychology, 97 (1), 151-158. Analyze how conflicts can help and affect a team`s performance. To obtain these results, we used an online model available in www.jeremydawson.com/slopes.htm (see Dawson, 2014). 1 – high task conflict, high team performance; 2 – high task conflict, low team performance; 3 – low task conflict, high team performance; 4 – low task conflict, perceived low team performance. By encouraging members to sacrifice by team, team identification reduces this risk. Based on a cross-cutting sample of 88 development teams, Schaeffner et al.
(2014) found that determiningterization weakened the positive link between task conflicts and relationship conflicts, but the relationship between task conflict and relationship conflict remained significant. When the task conflict was average and the erification was high, the link between task conflict and relationship conflict disappeared (i.e., it became insignificant; Schaeffner et al., 2014).