Chat with us, powered by LiveChat Communicating a Team Contract Ant | Gen Paper


Responding to Conflict

Anthony Johnson

Capella University


Instructor: Andrew Kozak

May 19, 2022

Part One

Possible Causes for the Caustic Exchange

               The cause factors that the email chain depicts include the difference in individuals’ values, personalities, and approaches to communication. The difference in the peers’ values causes each peer to respond and react to the unknown email differently. For instance, it is evidence that the workplace value of Taylor regarding positivity is different from her peers, including Washington and Rose, who repeatedly ask Taylor to stop spreading rumors. Also, peers with solid personalities and communication approach, including Bruce, Ibram, and Kelvin. Such differences in personalities and values will only result in conflicts among the members (Begüm, 2019). Each employee has a subset of fundamental beliefs and concepts that guide their reactions to the email.  

Effectiveness of the Message

               The message will be compelling because the email chain has reflected how each peer could react and respond. For instance, it gives the direction through which the message’s content should entail. In the beginning, the message will introduce the purpose and goal of the message to involve all members. The email chain depicts the gaps in which the message should close to bind all peers under one common goal associated with the organization. Due to the difference in the peers’ values and personalities, the message should have an official or formal tone and style to emphasize the accountability and engagement of all team members. The message tone and style will be polite, including formal personalities and values based on the organization’s policy.

Intension of the Message

               The message will have a positive intention to impact the future communication of the peers and the overall organization stakeholders at large. It will set an example of how stakeholders, including their peers, should effectively interact within the workplace without misleading intended information. The message content will be divisive to address all stakeholders’ needs and welcome the team members to offer their opinions concerning their peers. For instance, Bernice and the one who sent the voice mail should consider the barriers that might prevent Patricia from joining a face-to-face meeting. Instead, they should offer alternatives that will be mutual, like having both physical and on-site meetings simultaneously. Besides, the message’s content will foster rational decision-making for the peers rather than using conflicting decisions in their responses (Driskell & Salas, 2018). Generally, the message intention would be to bind the peers to the organization’s mission statement and cultural values. It will encourage the peers to have a process of decision-making that follows the organization’s core principles in the future when such a scenario occurs. In contrast, they should not make decisions or opinions and assumptions based on their individualism. Since it might be impossible to overcome all of their differences in communication, the message will emphasize the common grounds of decision making in case of an issue emergence.

Part Two

Response Email   

The Group X Meeting

From: Team Leader, Group X

To: Team Members, Group X

Dear Peers,

               It has come to my attention regarding the mystery meeting announcement made earlier in the team’s chart. Following the responses and reactions, we cannot solve the conflict if we disagree on the common grounds that guide the company’s decision-making and problem-solving processes. I believe each of us has a different approach and personality in how we solve conflicts as they occur. Also, it is more likely impossible to overcome our personalities and values when incurred with specific issues. However, with the help of the organization’s mission statement and cultural values, we can have united team members who can coordinate with each under a common notion to curb the arising issues within the entity. We should not allow our differences to determine how the organization’s issues should be solved or how to address internal conflicts emerging within our group’s projects.

               I will like to address the issues related to availability and time as the primary factors for the conflict. Following a close glance at the email chain you have made in the group chat, I opt to agree with you that safety and time may hinder some of us from participating in the meeting. Therefore, we will accommodate both safety and time to meet in the most reliable reserved room within the organization’s premises. The room’s location will be at the comfort of all members as it will be based on the ground floor of the company’s premises. Also, concerning members who have issued their geographical area challenges, the meeting takes place in both physical and on-site platforms to allow all involved accommodation and participation. Based on those who will participate via an on-site platform will be enabled to join via Skype, where they will contribute their thoughts and suggestions. The meeting will take place at 01:00 pm when all members have their break, and it will take not more than 35 minutes. Finally, members’ participation will be highly valued and appreciated because of the contribution of the input. I would also wish to emphasize the importance of each of your ideas and suggestions contribution, which will provide the company’s management with extra options to curb the current problem and those which might incur in the future of its operations. Kindly let us be punctual and remain united during the meeting, which should offer solutions to our workplace for efficient operations.


Team Leader, Group X.


Begüm, A. L. (2019).The Effect of Teamwork and Conflict Management on Perceived Individual Performance. Journal of Organizational Behavior Review, 4(1), 64-90.

Driskell, J. E., Salas, E., & Driskell, T. (2018). Foundations of teamwork and collaboration. American Psychologist, 73(4), 334.


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