Instead of shying away from the conflict, they wrestled with it head-on until they eventually reached consensus on the best corporate-wide learning strategy. The process didn't always feel good, says Leonetti, but it did work." (Cauldron, 48).
The first member of the team has several issues with another member. We must keep in mind that these team members are supposed to be equal partners in this endeavor and should be taking steps to work together. Team member A is concerned that team member B does not consult him when making important decisions. "Important" can be a relative term but member A is still feeling left out. Member A is also concerned about the way member B represents their work relationship to the other members of the team. It seems that team member B has been telling the other people in the group that member A "works for me". It is also made clear by member A that member B has been criticizing the work that member A has been doing for the team.
This is a classic case of two people in the team just not getting along. While their problems may seem "petty" to the other team members, these two take them quite seriously. Problems need not be huge in order to affect the outcome of the team's effort. What may seem like small problems at first can escalate into major differences. These differences in opinion must be recognized early. The sooner the team can find out what the conflicts are, the better off they will be in finding solutions. Behavior patterns may have been acquired at an early age. This pattern can cause conflicts between team members. Patterns may need to be altered in order to get cooperation among team members.
"Behavior patterns run on tracks that have been laid by the social system. To modify the patterns, the tracks have to be re-laid. But in order to change behavioral patterns, permanent insights must be generated. They can develop in the course of discussions which constitute a forum, a place where people can express their opinions with impunity and acquire insights from others.
