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Thompson, Aranda, and Robbins (2000) state that conflict in teams is unavoidable. However, it does not have to result in decreased productivity. Managed effectively, conflict can be key to leveraging differences of interest to arrive at creative solutions (p.235). For the benefit of those who are not up to speed on neurological geography, the theory goes that each side of the brain does different jobs in different ways, hence causing conflict in human interaction, more specifically …

…a competent team member, it is necessary to be able to untangle emotions and facts while allowing room for each individual on the team to express themselves in a depersonalized manner. References Cloke, K and Goldsmith, J. (2000). Resolving Conflict at Work: A Complete Guide for Everyone on the Job. San Francisco: Jossey-Bass Publishers. Thompson, L, Aranda, E, & Robbins, S.P. (2000). Tools for teams: Building effective teams in the workplace. Needham Heights, MA: Pearson/Longman.