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Angelina Spaulding
BIS 343: Social Processes in Organizations
College of Letters and Sciences
Arizona State University
store manager believed that the presences of task conflict, was actually relational conflict from
the social interactions that occurred outside of the professional work environment. This belief
by the retail manager, lead to a motivation to acquire relationship-threatening information
(MARTI) (p. 198) to help better understand the situation.
The act of MARTI is when an individual is, ...motivated to search for information
regarding whether other team members have threatened or harmed them and these individuals
...make more sinister attributions about their co-workers (Thompson, 2014, p. 198). This
toxic behavior of relational oriented conflict that resulted from the misunderstanding of the
teams use of task conflict to facilitate focus on team challenges, resulted in behavior that lead
to an enhancement of relational conflict within the team. This sort of action resulted in the
development of minority and majority factions within the team. Out of the eight group team
members, two other team members developed a sense of conversion (p. 203) when the
individuals started siding with the beliefs of the new retail manager. This resulted in the
development of a minority and majority perspective within the group. The minorities of the
group offered a, ...differing opinion that leads ...the general level of cognitive activity in the
group to increase and group members engage in more message scrutiny (p. 204). This directly
impacted the team's performance, cognitive functionality, the ability to process information,
reduced team effectiveness, and distracted the team from any of the tasks at hand (Thompson,
2014). People were engaging in more emotional based conflict interactions rooted in the
animosity that had been introduced to the group when the new store manager actively acquired
insights on the perception of herself from others within the group, and then using that
information as a way of alienating a portion of the group by creating a minority perspective.
Blake and Mouton believe that it can take at least five sources of action when they find
themselves involved with conflict (p. 206), which all greatly vary in distribution amongst the
model based on which people are concerned for themselves and the other party (Thompson,
2014, p. 206). This thought is based on the The Managerial Grid, which plots the five choices
What caused the greatest negative conflict within this case, is that the newest retail
manager on the team did not understand the dynamics that had developed over a period of time
prior to this manager entering the group. If the new manager had been slightly more reactive to
the culture of the organization and to the interactions that established team members had within
the group, it could be likely to consider that the new retail manager would have understood that
task conflict had been a productive tool within the team. The ability for the manger to use
methods to create a minority perspective within the group, helped to create a large amount of
dysfunction within the group. If the district manager intervened in the conflict early on at a group
level, as well as an individual level, than it is possible to believe that the team would have a
better opportunity to resolve contentions sooner and in a more productive fashion to benefit the
entire team as a whole.
Reference:
Thompson, L.L. (2014). Conflict in teams. In Making the team: A guide for managers (5th ed.)
[Ebook] (pp. 195 - 214). Retrieved from
https://reader.brytewave.com/app/index.html#/book/Mk5 STAy/Mw==