Link between Conflict and HPT-High Performance Team - Literature review Example

Literature Review: Link between Conflict and Selection and High Performance Team Link between conflict and HPT-high performance team Conflict is often viewed as an unhealthy for high performance team; this is not often the case since it tends to provide a precursor for improving relations among team members. In addition, conflict is almost inevitable in an environment where employees work as a team. In a HPT, this is often a group of individuals with different skills or talents brought together for a common purpose; however; as a result of difference of opinion regarding how to handle a particular task, conflict often arise and can be resolve by the group using various conflict resolution processes. According to Coole (2009), members of a high performance team work for the greater good of the team when solving arising conflicts due to cultivation of mutual trust and respect in addition to well defined individual roles and responsibilities within the team. On another note, most organizations have reward systems that often influence the competitive nature of the workers. As such, every member of the HPT may want to be noticed as contributing immensely when it comes to tasks. This often leads to disagreements where each member decides to view their opinion as the right one to be implemented by the team (Huang, 2012). Furthermore, while the intention of a HPT is to have members who can work for a common purpose, it is important for the management to note that each member prescribes to a different value or a set of beliefs and as such, disagreements may arise. Expectations among members in a HPT may also create conflict as some may be viewed as going overboard in trying to achieve the proposed objectives since this is a group that is supposed to work together in a cooperative and consultative process rather than exhibiting individuality in terms of skills and talent over other members (Coole, 2009). However, Wing (2005) sees the role of the team leader in this team as bring members together to work as a unit as the role of each member contributes to the functioning of the whole operating unit. Among some of the healthy conflict that can be linked with a HPT in an organization involves conflict over a focus on a particular task or issue, a legitimate difference of opinion over a particular task and exhibiting different values and perspectives within the HPT. In addition, disagreement over expectations regarding the impact of a particular decision is healthy in a HPT (Sears, 2007). However, certain conflicts linked to HPT are unhealthy and may derail the intended purpose of a HPT in an organizational setting. For instance, unhealthy conflicts that are evident in a HPT set up may include competition for different roles, dominance and rewards or resources accessed by the HPT. Cook (2009) notes that these conflicts might be due to some members preferring or perceiving themselves as being competent to particular roles and not others. Suliman and Abdualla, (2005) in their work, suggested that conflict is often seen to interfere with HPTs and reduce satisfaction as a result of creating tension and distracting team members from performing their tasks. Empirical evidence suggests that there tends to be a negative relationship between conflict, team productivity and satisfaction (Hanlan, 2004). However, low levels of conflict on the other hand, tend to be beneficial since it allows team members to confront issues and learn different perspectives of dealing with challenging situations in the HPT as the conflicts work to expose existing inefficiencies affecting productivity of the HPT (Coole, 2009). In research by Suliman and Abdulla (2005), teams are able to make wise decisions where pre-discussion preferences are in disagreement rather than agreement. While pre-discussion disagreement plays a role in stimulating the quality of HPT’s decision-making, and the positive effect is likely to break down quickly where, the conflict becomes more intense. Similar to other teams conflicts involved in HPT can also be categorized as task, process or relationship conflicts with the levels of these conflicts ranging from low to moderate levels (Hanlan, 2004). Team members in these groups should possess effective interpersonal skills and build trust that will provide them with basis to manage conflict effectively therefore reducing impact it has on the group (Cook, 2009). On the other hand, according to work by Suliman and Abdulla (2005) task conflict compared to relationship conflict in HPTs tends to have positive effect on performance. Suliman and Abdulla (2005) further asserts that HPTs who experience task conflict are in a position to make wise decisions since such conflicts encourage greater cognitive understanding regarding issues being considered. On the contrary, relationship conflict impedes information-processing capabilities of the team as a result of team members focusing on each other instead of concentrating on the team’s task-related problems. Lehman and DuFrene (2010) note conflicts are “either constructive or destructive” depending on how members react to issues resulting in disagreements (14). However, the authors add that most conflicts are easily resolved for the team to continue being productive. Teams that are successful are those whose members realize fast enough that they do not have to like everyone with always agree with each other. The authors also identify negotiations and mediation as two conflict resolution approaches where one can solve conflict they are involved in or those between other members of the group. de Vries (2005) supports the need for members of a HPT to have constructive conflicts based on the role they play in helping members argue constructively on how to move ahead with regard to a particular challenge. This is because, supporting a particular process within the team without disagreement on how to approach that process often lead to a rushed process that may not yield result. As such, HPT members need to engage in constructive disagreements meant at reaching the appropriate decision on how to handle a particular task aimed at improving performance of the organization in general. Healthy conflict linked with HPT also allows members to brainstorm, which is important in bringing out their best skills and innovativeness in times of tackling the challenges facing an organization. In most HPT, the process of storming allows members to proceed smoothly to the noming and performing phase within the team (Lehman and DuFrene, 2010). On the other hand, the pressure on the HPT by the management sometimes may raise temperatures thus resulting in conflict among members as a result of a rush to deliver positive result. While the competitive nature of most businesses is stiff, the management should also allow the HPT ample time to work without feeling pressured. Subsequently, the raised temperature tends to impact on the performance of HPT in different ways and it could result in either positive or negative result in terms of trying to improving the level of performance within an organization setting. The purpose of forming a team in most organizations involves capitalizing on multiple perspectives that members from diverse backgrounds possess in terms of academic and personal experience (Hanlan, 2004). Consequently, Hanlan (2004) asserts that each member must be presented with an opportunity contribute to the overall output of the team. During the process of brainstorming ideas by assessing one another’s views, the team members are able to learn from each other and this help in resolving differences among members of a HPT. In essence, conflict needs to be viewed as part and parcel of HPT and it could be unhealthy if the team tries to avoid conflict (Lehman and DuFrene, 2010). In most HPTs, conflict tends to encourage the exploration of new approaches and motivate team members to understand issues clearly in order to implement new ideas to improve performance. In most instances, conflicts linked to HPT help to identify hidden problems that are often ignored and encourage debate among members on how such problems can be mitigated. This often occurs through sharing of ideas on how to approach the identified problems that results from conflict. This is because HPT is in a position to discuss opposing views as a way of making appropriate decisions for purposes of enhancing organizational commitment. Further, HPT is in a position to deal with the emerging conflicts in a constructive manner and this plays a role in stimulating creativity among team members (de Vries, 2005). Nonetheless, it should also be noted that conflict within HPT can have a negative effect in terms of eliciting negative emotions, stress and in extreme levels; it can interfere with the proper coordination of HPT. Conflict in a negative aspect can also interfere with HPT’s focus on goals and tasks. The disintegration of team cohesion in some HPTs is often as a result of unresolved conflict within the team especially since emerge misunderstanding in HPT need to be resolved in a cooperative manner and therefore involves members working to build consensus in finding solutions to the challenges facing the group (Castka, Bamber, Sharp & Belohoubek, 2001). This team is created specifically to help the organization come up with new ideas that can improve performance in general. In such a team, professionalism needs to prevail over personal issues since they are working as a team specifically to achieve a common goal. HPT needs to embrace diversity, which is important in improving creativity and innovation regardless of difference in values or belief systems (Lehman and DuFrene, 2010). Link between selection and high performance team Selection process is an important aspect in developing high performance teams as it helps in identifying personnel with specific qualities and skills committed to achieving particular purpose or goal (Hanlan, 2004). A high performance team is required to exhibit high levels of cooperation as a result of working as team within an organizational setting. Among qualities or skills expected in a high performance team include innovation in order to produce top notch result (Lehman and‎ DuFrene, 2010). According to Rosenthall (2001), such a team in an organizational setting is often viewed as a tight knit with a focus on achieving a common goal and not working to advance personal interest. The team members in a HPT often exhibit a common interest with intention of overcoming any barrier that derails the realization of the team’s goals. Thus, in a HPT skills dominate and team members are required to interchange their tasks (Rosenthall, 2001). In contrast, Richardson and Denton (2009) posit that leadership in HPT is not a preserve of one person, but is interchangeable among the team members depending on the prevailing need. Such a team is also required to develop robust techniques for dealing with conflicts to ensure such conflicts does not become a barrier in realizing the team’s goals (Richardson & Denton, 2009). Sears (2007) points to the importance of an effective selection processes noting that the central element in team formation process is to have members who demonstrate commitment by working towards success of the team. Therefore, selection process has to be done with a view to picking members who have the capability to perform identified tasks. Today, organizations are under constant pressure to do away with traditional hierarchy and establish a structure that permits a continual adaptation to changes occurring in the business environment. To effect such changes, utilizing work terms has gained prominence in the business environment. Teams are seen today as the building block of organizations; however, while the use of teams is widespread, the level of success with HPT varies (de Vries, 2005). Consequently, the first step in establishing HPT involves selecting optimal combination of people (Eales-White, 2012). Since a HPT is always tasked with responsibilities meant to improve the performance of an organization, the selection process assist the management to identify the personnel who have the organization’s best interest at heart and requires the management to identify employees who exhibit commitment in achieving the organization’s overall goal (Warrick, 2014). Just like in the process of recruitment where the most qualified applicants for a particular work are selected, establishing a HPT in an organization cannot achieve its goal without a selection process that identifies employees with unique abilities. In an organization, there is a wide pool of employees with different qualities and who can be used to form a HPT within an organization (Wallner & Menrad, 2012). Nevertheless, as stated by Wing (2005), it would be imprudent for the organizational leadership to single out few employees without going through a selection process to identify the employees that are deemed to exhibit prowess in their area of specialization. Castka, Bamber, Sharp and Belohoubek (2001) sees employee qualification as playing a significant role in the selection process since the qualifications that employee has will have implications on the role they play in the team. There is need for the process designed to identify suitable members to ensure it picks the best from available pull of employees. While qualification is an important aspect of the selection process, Evans and Davis (2005) note the significance of letting members of the team have a say in picking whom they prefer as colleagues in the teams. A process where all the employees are involved is seen as important in reducing discord among other employees who may view the management as practicing favoritism in human resource management in terms of hand picking employees to hold certain positions within the organization. Because of globalization, the business world has become more competitive; thus, the need for organizations to create high performance teams geared at improving the organization’s performance level to compete fairly in the business environment. This requires identifying the talented personnel within the organization that can move the organization to the next level (Hoyte & Greenwood, 2010). Putman and Price (2004) explain that most firms today and across the globe are realizing success because of relying on HPTs to provide creativity and innovation. The business world is not static but dynamic hence the need to adapt with the constant changes in the business environment. This requires the management to identify a team within the organization and such a task can only be achievable through some selection tool to pick employees with unique abilities (Putnam and Price, 2004). On the same note, White (2004) points out that it is often a challenge to come up with a HPT within the organization’s setting. Performance improvement within an organization is a process often geared at improving efficiency among the workers and the organization itself (White, 2004). Linking selection to high performance is necessary due to the need to team members with breadth of experience and strong interpersonal skills that will ensure contributions made by every member is valuable and members are committed towards a common goal while also leading others within the organization to achieve success (Peters and Carr, 2013) In human resource management, there are different positions within an organizational setting; however, while it is important to blend experienced employees with fresh employees who are still learning from older counterparts, a HPT require individuals who can work together without conflict of interest and developing such a team is often a challenge for the management (Richardson & Denton, 2009). In this sense, selection tools provide the management with an avenue to identify experience, skills and talent that are necessary when working as a group (Cook, 2009). While skills, experience and talent of team members’ are of great importance in the formation of a HPT, the personality or character of the team members also matters in terms of realizing success (Charlie, 2004). According to Eales-White (2012), there are numerous occasions where organizations have established a high performance team with minimal success. This, as pointed out by Eales-White (2012) is because of a lack of gauging each team member’s character or personality by the leadership in an organization. For instance, Eales-White (2012) notes that working in a high performance team requires patience since this is a group where difference of opinion is allowed with an aim of arriving at a unanimous decision acceptable to everyone in the team. However, Lehman and DuFrene (2010) are of the opinion that there are cases where some of the team members can be dominant over others in terms of contributing ideas. This often results in a situation where some members participate less as a result of their opinions being ignored by the dominant members (Peters and ‎ Carr, 2013). Nevertheless, Peters and ‎ Carr (2013) highlight the role of the team leader in intervening to bring conversations on-course when there are activities that might threaten equal participation, safety and trust among members. For this purpose, selection tools are important in establishing an efficient HPT and include conducting interviews to assess whether members have the ability to meet requirements for the establishment of a HPT (Peters and Carr, 2013). Peters and Carr, 2013 this is especially important when dealing with employees primed for leadership positions conducting interviews plays an important role in determining whether the selected employees have what it takes to lead others as part of an organization’s high performing team. In essence, it allows the management to understand what an employee can contribute to the organization if selected to be part of the HPT (Eales-White, 2012). While a high performance team is purposely created in an organization for a common purpose that includes developing strategies to improve the general performance of the organization. Eales-White (2012) reiterates that the selected workers need to explain themselves to the selection board how they intend to achieve the organization’s intended goals. Lundberg (2007) notes the importance of HPT not only in meeting objectives set by the team but in making the organization succeed in meeting all its objectives based on as it emphasizes on developing high qualities aimed at keeping the organization at the top. However, the researcher notes the importance of following the set goals as they act as a “recipe for success” (Lundberg 2007: 51). All the members must strictly adhere to the goal set at the initial stages of team meetings for them to succeed. Therefore, it is important to have a final team that is selected for the HPT to have the capacity to work together towards a common goal of improving the organization’s performance in general. However, it is not important that the team members selected should not be restricted to certain values as they have the capacity to as the team develops and is established to achieve its goals. This is because members of the team come with different cultures in to the team but will need to form a team culture, as time progresses and the members grow accustomed to each other. This will give the members time to develop a single team culture that will apply to the requirements of the HPT (Zweifel, 2003). Since establishing a high performance team entails a selection process, it is important for the process undertaken to identify the behavioral dispositions of team members while in a group (Sears, 2007). According to Sears, it is possible to determine how individuals behave in a group in order to identify how they will behave when they are committed to the group and achievement of its objectives. Such behavior are easily determined as they appear spontaneously when the individual is fully concentrating in a given task therefore losing control of how to react to what they see or feel. Charlie (2004) provides an example of a firm such as Toys ‘R’ Us that relies on personality test to identify employees with different talents that can help form the high performance team and bring success by improving the company’s competitive edge in the market. Personality test as described by Wing (2005) also allow the management to assess how the prospective high performance team can be enterprising since this is a team meant to bring new ideas into an organization. Prior to establishing a HPT, Wing (2005) reiterate that carrying out a selection process that engages personality test allows the management to assess the prospective HPT’s problem solving skill and how they can handle pressure that comes with working in a high performance team. Selection in human resource management has a greater role to play in coming up with a HPT. It is through a selection process that the management can identify from a wide pool of employees those with unique talent that can make a significant different on how a firm conducts its business (Wing, 2005). References Charlie, F. (2004). How To Inspire Your Team: A high-performance staff needs your trust, optimism and encouragement. CIO, Vol. 18(6), 34-36. Castka, P., Bamber, C. J., Sharp, J. 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