The types of conflict that may be found within Brooklyn Bluebirds are procedural, substantive, and affective. The procedural conflict, or the one that “arises over how work should be completed” (Hitt et al, 2010, p. 441) may be identified between Russ Thompson and Mickey Ponds and the management/team owner. It is basically rooted in Thompson’s ambition for a higher pay and the management’s unwillingness to renegotiate the contract.
Next, the procedural conflict, or the one that “arises over how work should be completed”, may be found between Trudy and Marty: Trudy does not want Russ and Mickey to stay benched whereas Marty insists on benching. Trudy and Marty have different views as for how to achieve success in team’s performance. Here the substantive conflict may be found, too, i.e. the one that involves “work content, tasks, and task goals” (Hitt, 2010, p.441). Trudy’s goal with regard to her team’s performance is to satisfy customers along with enhancing performance while Marty’s goal is to “manage”. There’s an affective conflict between them, too. Marty neglects Trudy’s wish to interfere with the managing affairs because of his bias against her as an incompetent person or a woman. Other types identified are an intragroup conflict (within the team) and interpersonal conflict (between two or more people). The causes of these conflicts are: scarcity of resources (Russ cannot obtain a higher pay), increased specialization (Trudy has invited many big-name players), incompatible goals (Russ and Mickey want a higher salary, the management wants better performance and no changes in salary), status differences (Russ and Mickey feel they have a right to enjoy the same benefits as other big-name players), interdependence (miscommunication: Marty lacks communicative skills) (Singh, p.308), also centralization (Marty has centralized managing power and is very harsh).
The conflict is dysfunctional since it “interferes with performance” (Hitt et al, 2010, p.439). The team cannot perform well and got in the fourth place.
If hired to assist in managing the conflict, I would advise Trudy to resolve the conflict by, first of all, recognizing the abilities as well as ambitions of Russ and Mickey. Trudy could offer financial incentives to these players to motivate them to perform better and stay in the team. Respectful and calm attitude would also calm down players’ tempers. The agreement could be reached through dialogue, without blame, and looking for compromise (compromising and integrating conflict management styles) (Rahim, Antonioni, and Psenicka, 2001, p.196).
