**10. Conclusion**

#### **10.1. Inter-group versus intragroup processes and adaptive leadership**

Hempel et al. [69] highlighted research indicating that inter-group (external) and intra-group (internal) conflict are highly related. If a team is unable to manage inter-group conflict they are also less likely to manage intra-group relations, including intra-group conflict. Hempel et al. [69] pointed this out by stating "within-team processes can influence between-team processes". In fact, they went as far as to identify competition between groups often results in lower within group performance. This would seem counterproductive to typical motivational techniques that believe that competition yields a greater aggregate compared to no competition among groups. However, when viewing teams as CAS these research results make sense. In CAS, changes in one part of the system results in changes in the whole system. If the change in one system causes a large enough dissonance among other parts of the system this could potentially result in the whole system emerging as a different entity. In the case of managing a team's internal processes, including intra-group conflict, each team must be able to operate effectively internally prior to successfully operating among other teams, thus contributing to the whole organization. If one team is unable to manage its internal processes successfully, this could have drastic effects on other teams and, ultimately, the whole system—the organization.

• Regulate distress: adaptive leaders monitor the stress that people are experiencing during times of uncertainty while helping them to recognize the need for change but not to be

Complex Adaptive Systems: Adapting and Managing Teams and Team Conflict

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

87

• Maintain disciplined attention: adaptive leaders influence others to remain focused with the task at hand despite the difficult nature of the work or the tendency to avoid it;

• Give the work back to the people: adaptive leaders empower others to take ownership of their work by allowing them to solve their own problems and take responsibility for both

• Protect leadership voices from below: adaptive leaders listen and are open to ideas from

The authors identify adaptive leadership as one potential leadership style to better manage in today's complex environment. However, there are other leadership styles that may work just as well (e.g., complexity leadership theory, shared leadership). More research is needed to identify which types of leadership styles work best in complex environments, adaptive

Complex adaptive systems are a composite of the interconnected whole that empowers teams and leaders to understand and address intragroup conflict in complex and adaptive situations. Future research relating to the five different intragroup conflict strategies presented in the current chapter is recommended. Currently, there is no study or instrument incorporating all five intragroup conflict constructs in the same study (task, relationship, process, cognition, status). This line of research could benefit the literature relating to small group and organizational behavior research in two key areas. First, a comprehensive instrument on intragroup conflict would be composed and validated. Second, this instrument would be utilized in future research efforts to better identify the effects of intragroup conflict on team performance as well as identify the impact that different leadership styles might have on

The taxonomy of team processes presented in the current chapter from Marks et al. [15] provides probably one of the best temporal models for teams. This model identifies the team transition, action, and interpersonal phases as a team works toward goal attainment. However, this model is essentially a linear model and does not address complexity and emergence. Future team process models are recommended to be developed using complexity theory to position the construct of emergence as a key outcome of team processes caused by the interactions facilitated by organizational leaders or managers. This is important to address because today's teams are more self-directed and achieve their outcome once emergence has surfaced. Current team process models are just beginning to incorporate emergence as a key team process. Better understanding of the antecedents to this emergence (e.g., interactions) will pro-

those who are in the minority in order to avoid group-think.

leadership is only identified here as one potential style.

vide better utility for teams and organizations in the future.

overwhelmed by it;

**10.2. Future directions**

intragroup conflict.

positive and negative outcomes;

Complex adaptive systems work both ways, small changes in one system (or sub-system) can affect the larger system just as well as changes in the environment or the larger organization can affect lower level systems. As Hempel et al. [69] indicated: "The way teams within the organization manage conflict with other teams influence how they manage their internal conflicts". Here, it is critical that managers provide the resources, tools, and freedom for teams to operate independently enough to manage their internal processes as well as providing the mechanisms that allow teams to manage among one another within the organization. Managers need to be aware of the modes of operation within and among teams and small groups to allow the overall system or organization to self-correct, to be adaptive.

Adaptive organizations are not heavily managed. If they were, they would not be able to react to external changes quickly enough. Adaptive leadership provides mechanisms for organizations to react quickly to external changes, offering a prescriptive approach for leaders to help their followers confront and manage conflict issues in complex and changing environments [70]. Adaptive leadership "focuses on the strategies and behaviors that encourage learning, creativity, and adaptation in complex organizational systems" [71]. Northouse [71] presented six behaviors for adaptive leadership:


The authors identify adaptive leadership as one potential leadership style to better manage in today's complex environment. However, there are other leadership styles that may work just as well (e.g., complexity leadership theory, shared leadership). More research is needed to identify which types of leadership styles work best in complex environments, adaptive leadership is only identified here as one potential style.

#### **10.2. Future directions**

**10. Conclusion**

86 Organizational Conflict

system—the organization.

six behaviors for adaptive leadership:

solve and require collaboration with others;

bigger perspective;

**10.1. Inter-group versus intragroup processes and adaptive leadership**

Hempel et al. [69] highlighted research indicating that inter-group (external) and intra-group (internal) conflict are highly related. If a team is unable to manage inter-group conflict they are also less likely to manage intra-group relations, including intra-group conflict. Hempel et al. [69] pointed this out by stating "within-team processes can influence between-team processes". In fact, they went as far as to identify competition between groups often results in lower within group performance. This would seem counterproductive to typical motivational techniques that believe that competition yields a greater aggregate compared to no competition among groups. However, when viewing teams as CAS these research results make sense. In CAS, changes in one part of the system results in changes in the whole system. If the change in one system causes a large enough dissonance among other parts of the system this could potentially result in the whole system emerging as a different entity. In the case of managing a team's internal processes, including intra-group conflict, each team must be able to operate effectively internally prior to successfully operating among other teams, thus contributing to the whole organization. If one team is unable to manage its internal processes successfully, this could have drastic effects on other teams and, ultimately, the whole

Complex adaptive systems work both ways, small changes in one system (or sub-system) can affect the larger system just as well as changes in the environment or the larger organization can affect lower level systems. As Hempel et al. [69] indicated: "The way teams within the organization manage conflict with other teams influence how they manage their internal conflicts". Here, it is critical that managers provide the resources, tools, and freedom for teams to operate independently enough to manage their internal processes as well as providing the mechanisms that allow teams to manage among one another within the organization. Managers need to be aware of the modes of operation within and among teams and small

Adaptive organizations are not heavily managed. If they were, they would not be able to react to external changes quickly enough. Adaptive leadership provides mechanisms for organizations to react quickly to external changes, offering a prescriptive approach for leaders to help their followers confront and manage conflict issues in complex and changing environments [70]. Adaptive leadership "focuses on the strategies and behaviors that encourage learning, creativity, and adaptation in complex organizational systems" [71]. Northouse [71] presented

• Get on the balcony: a metaphor for adaptive leaders to step away from the fray to gain a

• Identify adaptive challenges: adaptive leaders focus on the problems that they alone cannot

groups to allow the overall system or organization to self-correct, to be adaptive.

Complex adaptive systems are a composite of the interconnected whole that empowers teams and leaders to understand and address intragroup conflict in complex and adaptive situations. Future research relating to the five different intragroup conflict strategies presented in the current chapter is recommended. Currently, there is no study or instrument incorporating all five intragroup conflict constructs in the same study (task, relationship, process, cognition, status). This line of research could benefit the literature relating to small group and organizational behavior research in two key areas. First, a comprehensive instrument on intragroup conflict would be composed and validated. Second, this instrument would be utilized in future research efforts to better identify the effects of intragroup conflict on team performance as well as identify the impact that different leadership styles might have on intragroup conflict.

The taxonomy of team processes presented in the current chapter from Marks et al. [15] provides probably one of the best temporal models for teams. This model identifies the team transition, action, and interpersonal phases as a team works toward goal attainment. However, this model is essentially a linear model and does not address complexity and emergence. Future team process models are recommended to be developed using complexity theory to position the construct of emergence as a key outcome of team processes caused by the interactions facilitated by organizational leaders or managers. This is important to address because today's teams are more self-directed and achieve their outcome once emergence has surfaced. Current team process models are just beginning to incorporate emergence as a key team process. Better understanding of the antecedents to this emergence (e.g., interactions) will provide better utility for teams and organizations in the future.
