Dealing with conflict is always a challenging situation, requiring team members to be integrated into a single organized unit (Bolger, 2003). Conflict between teams is bound to happen, no matter how much you try to avoid it. While it is not possible to resolve all conflicts, these conflicts can be addressed using the correct methodology. To deal with team conflicts there are five methods: Accommodation, Compromise, Application, Exploration and Postponement (Bolger, 2003). The basis for adaptation for using the accommodation strategy occurs when working together to achieve goals is much more important than resolving personal differences. This means that individuals or groups decide to follow another's point of view or decision. This strategy may be chosen when there is a subject matter specialist who has more experience in a certain discipline or when a team has greater ownership of the issue and the outcome or result is not as important (Sessa, 1996). The accommodation strategy reduces group disagreement and helps an individual appear reasonable by submitting to another person's point of view. In many situations this approach provides goodwill for bargaining later. However, you need to be careful, because if this strategy is used excessively, the team will assume that the individual is weak. Conversely, the team will deem the individual to be unreasonable if the accommodation is overused. Compromise Compromise occurs when individuals or groups agree to give up their positions on certain issues to meet halfway; however, this means that no individual will have their needs met. With this strategy, the team feels responsible for their teams reaching a positive agreement or office. ReferencesBarker, J., Tjosvold, D., & Andrews, I. R. ( 1988). Effective and ineffective project managers' approaches to conflict: A field study in a matrix organization. Journal of Management Studies, 25 (2), pp. 167-177. Bolger, C. (2003). Conflict resolution strategies. Retrieved February 9, 2007, from http://www.members.aol.com/bolgersd/conflitti.html.Fisher, R., Ury, W., & Patton, B. (1991). Getting to yes: negotiating an agreement without giving in. New York: Penguin Books.Miles, S. J. & Mangold, G. (2002). “The Impact of Team Leader Performance on Team Member Satisfaction: The Subordinate Perspective. Team Performance Management: An International Journal, 8, 5/6, pp. 113.Sessa, VI (1996). Using the Perspective taking for managing conflict and affect in teams. Journal of Applied Psychology, 32(1), pp. 101-115.