Interteam Conflict And Interpersonal Policy Paper

Interteam Conflict and Interpersonal Policy

Interpersonal Policy. “Interpersonal is “relating to or involving relations between people: existing or happening between people” (Interpersonal, n.d.). According to the State University of New York College at Buffalo or SUNY at Buffalo, interpersonal communication “involves not only the words used, but also the various elements of nonverbal communication” (n.d). Interpersonal communication purpose involves helping, influencing, and discovering, along with sharing and playing together. (SUNY at Buffalo, n.d.). Interpersonal communication can be sorted in to two function or settings, organization communication and family communication. Organzaional communication “deals with communication within large

Interteam relationships involve the social comparison processes because we all want to compare one another and want to see who is faster, stronger, or brighter (Belhaven University, 2016). Team rivalry can be good and bad, buit also natural. It’s good to have a little team rivalry, but if you have too much it can become an ongoing problem (Belhaven University, 2016). Post-merger behavior is not good, a lot of the time. In an organization, mergers of can cause interteam conflict amongst all affected. Intergroup conflict can be extreme and can cause interteam relationship issues such as realistic, symbolic, and mixed-motive conflict (Belhaven University, 2016). Interteam versus interpersonal conflict can be a result of not liking particular people (Belhaven University, 2016). Lastly, extremism is sabotaging the team’s efforts to succeed, which can affect the organization from succeeding (Belhaven University,

Strategies for reducing the negative effects of intergroup conflict exist. The effects such as superordinate goals, or where the team fits in with the organization (Belhaven University, 2016). Intergroup conflict can be reduced by cross-cut role assignments and communal sharing norms (Belhaven University, 2016). Improving the contact of organizational conflict involves social and institutional support for and from teams (Belhaven University, 2016). Promoting the acquaintance potential looks to get everyone acquainted with on another by getting everyone of the team to know everyone as people, instead of team rivals (Belhaven University, 2016). Boosting equal status by working together as equals in the team, without bias (Belhaven University, 2016).

Next, finding common shared goals to emphasize the goals of the team especially if involved in an organization (Belhaven University, 2016). Cross-group friendships need to be encouraged for teams to get together and socialize. Making teams understand this is not their only social outlet and knowing cross-groups friendships can be helpful. For example, people who are art majors get to know the music majors and that can determine what everyone contributes to the organization as well as build