After reading Chapters 10 and 11, I found myself reflecting on how much workplace success depends on relationships both within teams and between individuals in situations. Chapter 10 on understanding work teams reinforced how much more can be achieved when people operate as a true team rather than just a group of individuals. The stages of team development in Tuckman’s model forming, storming, norming, performing were familiar, but I hadn’t considered how easily a team can break if trust breaks down or goals become unclear. I was also surprised to learn that some conflict can actually be healthy for a team, as it pushes members to think critically and consider different perspectives. The section on multicultural teams really resonated with me because I’ve seen firsthand how diversity leads to more innovative problem solving, but also how it can require extra effort in communication and culture. Chapter 11’s focus on conflict and negotiation connected closely to the team discussion in Chapter 10. What stood out to me was the idea that conflict isn’t automatically “bad.” When managed well through active listening and focusing on shared goals it can strengthen relationships. I also appreciated the discussion on negotiation styles, especially integrative bargaining, which aims for a win win outcome rather than just splitting the difference. This feels especially relevant in today’s workplace, where collaboration often crosses departments and cultures. From my own experience, I’ve been on teams where conflict was ignored until it became toxic, and I’ve been on others where differences were addressed correctly from the start. Main takeaway: Managers and leaders should not shy away from differences or disagreements. Instead, they should create an environment where team members feel safe to speak up, understand each other’s perspectives, and work toward solutions that benefit the whole group. DO YOU AGREE WHY OR WHY NOT?