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The section on dispute resolution is lacking the proper channels; the learning team should follow in the event of a dispute.   The team charter outlines the common goal of the team.   The team charter ground rules and guidelines are not focused toward dispute resolution.   The team charter template leaves the team members the task of organizing the dispute resolution channels.   When the proper channels are not written out clearly people are less likely to come forward and state the cause of an issue.   According to Tong (2009), 74% of civil disputants reported taking no action until after the dispute explodes.   The team charter should focus more on the dispute resolution aspect, so that team members know the correct channels to follow.   This would avoid possible tension between team members when concerning any issues that may surface.
Strategies to improve the team’s performance would be to examine all aspects of the project so that each member; knows what the expectations for him or her.   Team members must realize that open communication and compromise solves conflict.   Listening to other team members’ feelings and thoughts of how to handle situations will benefit the team’s progress.   An underlying factor of conflict is a person’s emotions and how he or she reacts.   According to Jordan and Troth (2004), all conflict whether it is functional or dysfunctional involves emotions of fear that it will not only affect an individual’s goals, also will directly affect the groups’ product.
A strategy to improve a team’s cohesion is to challenge them with conflict. It can enforce the members to grow closer together and learn how to work together as a team.   To raise interest in the topic of the dispute, members should increase participation in the dispute (Capozzoli, 1999).   If the dispute results in a solution the team can look at the problem as a growing experience (Cappozzli, 1999).   Conflict can be seen as destructive if it diverts the energy of the group onto other...