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Team Cohesion

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Team Cohesion
Running head: TEAM CONFLICT AND COHESION

Team Conflict and Cohesion

Mak Turno

University of Phoenix

July 9, 2007

Team Conflict and Cohesion
The dynamics of a team relies heavily on the interaction of team members during times of conflict not just during times of agreement. Often groups seek to achieve a cohesive relationship in an effort to unite the team towards its goals. Group members can make the mistake of subverting conflict in an attempt to maintain this team unity. Conflict serves a valuable role in effective group interactions that must be understood by participants of a team. An examination into the characteristics of conflict and cohesion and the relationship between the two dynamics can provide perspective to achieve the goal of educating team members. Furthermore, team members must be educated on conflict resolution strategies that allow for conflict and cohesion to exist on the same team.
Characteristics of Cohesion
Team cohesion has two predominant types: task and social. Task cohesion is when members of a team can reach a consensus on the method and process of achieving a common goal or set of goals. Social cohesion is when members of a team accept one another on a personal level. A cohesive team can exhibit either type; however, high-performance teams have been shown to exhibit both. “A high-performance team works together to achieve mutual goals, recognizes that each member is accountable and committed to achieving team goals, communicates effectively with each other, shares the joy of achievement and the pain of not meeting goals, shares information, helps each other, and recognizes that the success of the group is dependent upon each individual” (Bulleit, ρ.3).
Task cohesion has shown to have significant impact in work groups more than social cohesion. According to a study conducted by Forrester and Tashchian, “social cohesion did not prove to be as significant a predictor of work outcomes,” but did provide “improved



References: Bulleit, B. (2006). Effectively Managing Team Conflict. Retrieved June 25, 2007 from http://images.globalknowledge.com/wwwimages/whitepaperpdf/WP_Bulleit_Conflict.pdf Cloke, K. and Goldsmith, J. (May/June 2000). Conflict Resolution That Reaps Great Rewards. The Journal for Quality and Participation, 23(3), 27-30. Retrieved June 23, 2007 from ProQuest. DePalma, B. (2008). How to effectively obfuscate your intelligence to gain advantage. Antimensa Society Journal. 1(2), a1-x2. Retrieved June 30, 2007 from ProQuest. Forrester, W. and Tashchian, A. (Sept 2006). Modeling the Relationship between Cohesion and Performance in Student Work Groups. International Journal of Management, 23(3), 458-464. Retrieved June 22, 2007 from ProQuest. Gitlow, H. and McNary, L. (Fall 2006). Creating Win-Win Solutions for Team Conflicts. The Journal for Quality and Participation, 29(3), 20-26. Retrieved June 22, 2007 from ProQuest. Porter, S. (2007). Managing Conflict in Learning Teams. Retrieved June 12, 2007, from University of Phoenix rEsource Page. Richards, B. (Fall 2003). Intelligent Teams: The Dynamics of Collaboration. Journal for Quality and Participation, 26(3), 20-22. Retrieved June 20, 2007, from EBSCOHost. Sidle, S. (May 2007). Do Teams Who Agree to Disagree Make Better Decisions. Academy of Management Perspectives, 21(2), 74-75. Retrieved June 20, 2007, from EBSCOHost. Ward, A., Lankau, M., Amason, A., Sonnenfeld, J., and Agle, B. (Spring 2007). Improving the Performance of Top Management Teams. MIT Sloan Management Review, 48(3), 85-90. Retrieved June 30, 2007, from EBSCOHost.

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