**Complex Adaptive Systems: Adapting and Managing Teams and Team Conflict Teams and Team Conflict**

**Complex Adaptive Systems: Adapting and Managing** 

DOI: 10.5772/intechopen.72344

John R. Turner, Rose Baker and Mark Morris John R. Turner, Rose Baker and Mark Morris Additional information is available at the end of the chapter

Additional information is available at the end of the chapter

http://dx.doi.org/10.5772/intechopen.72344

#### **Abstract**

[56] Bamford CE, Bruton GD, Hinson YL. Founder/chief executive officer exit: A social capital perspective of new ventures. Journal of Small Business Management. 2006;**44**(2):

[57] Kratzer J, Roger Th AJL, Jo ML, Van E. Informal contacts and performance in innovation teams. International Journal of Manpower. 2005;**26**(6):513-528, 604-605. DOI:

[58] Willem A, Scarbrough H. Social capital and political bias in knowledge sharing: An exploratory study. Human Relations. 2006;**59**(10):1343-1370. DOI: 10.1177/0018726706071527

[59] Tsai W. Social structure of "coopetition" within a multiunit organization: Coordination, competition, and intra organizational knowledge sharing. Organization Science. 2002

[60] Barnett WP, McKendrick DG. Why are some organizations more competitive than others? Evidence from a changing global market. Administrative Science Quarterly.

[61] Chang K, Chen H. Effects of a rival's perceived motives on constructive competition within organizations: A competitive dynamics perspective. Asian Journal of Social

[62] Demir M, Urberg KA. Friendship and adjustment among adolescents. Journal of Exper-

[63] Ciabattari T. Single mothers, social capital, and work-family conflict. Journal of Family

[64] Avgar A, Kyung Lee E, Chung W. Conflict in context. International Journal of Conflict

[65] Nibler R, Harris KL. The effects of culture and cohesiveness on intragroup conflict and effectiveness. Journal of Social Psycholog. 2003;**143**(5):613-631. DOI: 10.1080/00224540309598467

[66] Ben-Hador B. Executives as tacit performance evaluation: A multiple case study. The Journal of Management Development. 2016;**35**(1):75-88. DOI: 10.1108/JMD-08-2014-0091

[67] Eckhaus E, Ben-Hador B. Gossip and gender differences: A content analysis approach.

Journal of Gender Studies. 2017:1-12. DOI: 10.1080/09589236.2017.1411789

Psychology. 2012;**15**(3):167-177. DOI: 10.1111/j.1467-839X.2012.01368.x

Management. 2014;**25**(3):276-303. DOI: 10.1108/IJCMA-03-2012-0030

Issues. 2007;**28**(1):34-60. DOI: 10.1177/0192513X06292809

imental Child Psychology. 2004;**88**(1):68-82. DOI: 10.1016/j.jecp.2004.02.006

207-220. DOI: 10.1111/j.1540-627X.2006.00164.x

Mar;**13**(2):179-190. DOI: 10.1287/orsc.13.2.179.536

2004;**49**(4):535-571. DOI: 10.2307/4131490

10.1108/01437720510625430

64 Organizational Conflict

Complexity comes from dramatic structural changes to organizations and governments such as globalization, global competition, workforce diversity, and continual innovations. Complex adaptive systems (CAS) are organizations that are a composite of the interconnected whole. Teams must manage and operate in emerging ecosystems, understand factors that lead to team effectiveness when managing and facilitating teams and team conflict, and understand the development of conflict models. This chapter provides an overview of teams, CAS, conflict stages, and conflict models. This chapter presents adaptive leadership as one leadership style that offers organizations with the capabilities of reacting to changing environments quickly. Adaptive leadership offers a prescriptive approach for managers and leaders to follow when dealing with organizational conflict while operating in today's complex and global environment.

**Keywords:** teams, complex adaptive systems, conflict, intergroup conflict, intragroup conflict, conflict management
