Prof. Magdy Hussein
October 27, 2014
Conflict Resolution in a Virtual Environment
The human mind is a unique filter and for this reason, every one of us thinks and perceives situations in our own way. One crisis that might be diminutive in nature for one person can be colossal in nature to another person. This dichotomy gives rise to differences of opinions, and different opinions can lead to arguments. If arguments are weighed purposefully and fairly in conflict, then resolutions can lead to a meaningful outcome. However, if arguments are just for the sake of arguments, this might lead to an undesired situation leading to conflicts among people. Conflicts among people, especially when you are working in a team, can become very problematic in an organization. Unaddressed Conflict results in negative mental and physiological states in working teams by lowering their performance levels and by affecting overall organizational goals.
According to research, “conflict may be defined as a circumstance in which one party negatively affects or seeks to negatively affect another party” (Baack, 2012, p. 7.3). In this paper, I will describe a conflict that occurred within a virtual team. A virtual team is a group of individuals who work via the web using information technology in an organizational setting. In addition, I will identify and describe the source and level of the conflict with the virtual team and support it with evidence. Furthermore, I will describe the steps taken to resolve the conflict and, if it is an ongoing conflict, propose steps to resolve the conflict. Lastly, I will provide a minimum of three conflict outcomes that could reasonably occur because of the conflict resolution, and support my reasoning for each possible outcome.
IBM, where I work, is a large corporation with many departments. In my department, I work as a client representative. My duties consist of providing
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