An intragroup conflict I experienced in the workplace occurred as a result over differences in work styles and ethics. Ours was a dysfunctional conflict that hindered our group and organizational performance (Baack, 2012). I entered into a project with two other individuals. My contribution was to produce the product. The responsibilities of others in the group were to organize and establish a database of potential clients and make initial connections to promote and generate interest.
I maintained communication with the partners during the production process. In the meantime, I inquired about their efforts on marketing ideas and strategies, as well as offered a few suggestions. As the project neared completion, I continued to notice that the responsibilities assigned to the other players were not being addressed. The responses I kept receiving were vague. In other words, very little action had taken place from their end. I grew more frustrated as it become apparent I was the only one contributing.
The project was completed but never got off the ground because of poor planning and execution. Several attempts were made on my end to communicate ideas to motivate and inspire, but to no avail. All parties were in agreement on the vision. Unfortunately it never came to full fruition because we were not able to agree on and formulate a strategic plan to get it launched. The more I negotiated and reached out for solutions, the more pressure my team mates felt until all communication came to a screeching halt. In conclusion, I entered into a project with people who were not at the same level of commitment or professionalism. We failed because of our inexperience and poor communication skills. We were not able to effectively deliver and receive the information we required to help us achieve success on the project.