In any team, problems will arise and team members will have questions about the conflict and how to resolve it. Members across departments must collaborate and contribute to the resolution of any unhealthy form of team conflict. Based on “Case One: ElectriGov” (found on page 177 in your textbook), answer the following questions:
- Why is it important for an organization to have a mission?
- Why is it important for team members to know their roles on a team?
- Is competition within a team a good or bad thing? Explain your response.
- Why is it important to set short- and long-term goals when planning a meeting regarding conflicts? Provide examples.
- What is an unhealthy agreement? Why is it significant for leaders to understand how to resolve conflict and avoid unhealthy agreements?
Your case study should be in APA style with a minimum of two pages (not including the title and references pages).
Case Studies of Interteam Conflict Resolution
To illustrate how to use the various approaches to manage inter- team conflict, we present two cases: ElectriGov and ExactCorp (all names are disguised). Although each case concerns inter- team conflict, the methods used to manage the conflicts differ rather significantly.
Case One: ElectriGov ElectriGov is a government agency whose mission is to supply electric power to various locations in the United States. To accomplish this task, the organization has three line crews of five to ten men whose job it is to install high-voltage power lines. Each crew is highly cohesive, led by a foreman. Moreover, crew members have worked together for many years and have an established pattern for doing their work and solving problems. The work is hard, dirty, and dangerous. Almost all of the men have had a friend who has been seriously injured or killed while on the job. The crews typically work independently, but when there are large projects to complete, they must work together. This can create serious conflicts, since the crews often don’t agree with each other’s approaches to organizing and managing a particular job, and none of the three foremen wants to be subservient to the others. Thus when line crews do large projects together, they tend to compete with one another rather than cooperate.