wk5 db1 res2

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Each department operates at its own accord, nevertheless, when it comes to intermingling and collaborating on a project, sometimes conflict arises. My team specializes in the implementation of the software phase. Normally when we arrive at a client’s location, we sometimes notice that setups were not done properly, the software is not compatible with a certain feature or a department dropped the ball on something. One instance was our data conversion team did not convert the correct data into a client’s software. The team claimed that our department did not give them a sufficient amount of time or communicated the proper information. As Baack (2012) states what occurred was that an “intergroup conflict transpire[d] between various groups or departments”, where our team felt we did communicate at a timely and proper fashion (p. 7.4). It turned out that haphazard emails were sent that held no defined data detail regarding the information needed, while the receiver never asked follow-up questions or provided any feedback that showed the confusion.
Managers met from each department and a problem-solving conflict resolution was reached. Our superiors had us create an “alliance building” exercise, where we sat with one another to “work collaboratively” and come up with a solution together by examining our own assumptions about each other’s position and work (Stephen, 2008, p. 35). After sitting with one another, we devised email templates that followed the exact detail needed, as well as time intervals for these emails to be sent. By analyzing and understanding what the other group’s goals and needs are, it allowed for more concise communication to be established as well as created better relationships between our departments.
Baack, D. (2012). Management communication [Electronic version]. Retrieved from https://ashford.content.edu
Stephan, W. G. (2008). Psychological and communication processes associated with intergroup conflict resolution. Small Group Research, 39(1), 28–41. https://doi-org.proxy-library.ashford.edu/10.1177/1046496407313413

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