Increased team trust through effective conflict resolution

Companies adopt group based structures because when a group is working well , it works extremely well compared to other work methods. (Wheelan, 2013).

Conflict resolution methods within a group speak about group maturity levels Based on results from researcher Susan Wheelan's Group Development Questionnaire.

Group Developmental stages:

1.- Dependency & Inclusion (also known as Forming):

• Predominant feeling: Concern about safety and inclusion Dependency on designated leader. Need for order and structure.
• Key role of leader: Provides direction and personal safety.
• Other: Limited arguments and disagreements Role assignment based on external status

2.- Counter dependency & fight (Storming):

• Predominant feeling: Conflict to clarify roles, values and norms.
• Key role of leader: Foster development of a unified culture.
• Other: Disagreement on strategy and decision making process. Effective conflict resolution will build trust and cohesion in the group.

3.- Trust & Structure (Norming):

• Predominant feeling: Focus on task, mature negotiation.
• Key role of leader: Consultative, less directive. Flexible.
• Other: Individual commitment is high and voluntary. Roles assignment based on competence. Deviation from the group will be accepted if beneficial to the group.

4.- Work & Productivity (Performing):

• Predominant feeling: Getting the job done, maintain cohesion.
• Key role of leader: Participatory methods.
• Other: Frequent but short conflicts. Continuous feedback and performance measures. Innovation and high performance are encouraged.

DISCUSSION

1. ASSES GROUP MATURITY

Group members fearing for rejection, communication in tentative and polite ways and rare challenges to the team is most often found in early stages of team formation. There is hardly a conflict amongst team members nor is there disagreement about strategies or decision making methods (as they more likely not existent).

Stage 2 is also known as "Storming" as group members can engaged in heated disagreements when trying to set values, goals and norms for the group. Developing effective conflict resolution methods at this stage is key, as it build trust and cohesion within the group. Decision making norms are defined at this stage. Towards the end of stage 2 a shift of focus towards work and productivity can be observed, thus leaving intra/personal and emotional talking behind.

Research studies show most effective teams are those mature enough to work 80% of the time and put 20% into dealing with conflict and intra-personal issues.

Mature teams do encounter frequent conflicts but this is shortly resolved thanks to agreed norms, values, continuous feedback and decision making methods.

2.- EFFECTIVE INTERVENTIONS

According to research carried out by Sundströmet al. (1990) and Guzzo et al. (1985), the most effective interventions to develop group maturity are goal setting and feedback when adapted to the current stage the group is in.

Teams can also be in different stages but when there is change in a member of the team the group needs to rework parts of the development. 

The role of the leader is crucial as it evolves alongside the group maturity. Although is very visible and active in early stages of the group formation, as the group develops and trust and cohesion is built, the role transforms into servant leadership as the group shows engagement, enjoyment, innovation and encouragement for high performance. 

Have you experienced similar evidence in your team? Are you happy to share with me your empirical results? If so, I'd be delighted to share insights and thoughts.

Maribel Labrado. Associate Professor of Business Management at Complutense University of Madrid/ Head of People & Change at Fujitsu.

References:

Wheelan S. (2013). Creating effective teams:A guide for members and leaders. (4th ed.) Thousands Oak: SAGE

Sundström, E., De Meuse, K. & FutrellD. (1990). Work teams: Applications and effectiveness.American Psychologist, 45, 120.