2.3 Analyse the effect group norms may have on team developmentTeam norms are guidelines that develop gradually. Team members develop particular ways of interacting with each other over time; until those habits become behavioural expectations. A team can have either high or low performance norms, based on one group and issues important to the group. Without these; individuals would have no understanding of how to act in social situations.Different types of norms include:Performance norms – centred on how hard a person should work in a given group and what type of output they should have.Appearance norms – informs or guides us as to how we should look, or what our appearance should be.Social arrangement norm – (not usually used in a business setting) centred on how we should act in social settings to help us fit in and get a closer connection to the group.Resource allocation norms – allocation of resources in a business environment eg. Raw materials, overtime or anything found or needed within the organisation.In practice each member of the group affects the behaviour of the members and in turn is also affected by them.Organisational structure revolves around the values and the beliefs of an organisation. Ideologies and principles/policies followed by an organisation form its culture. With this being said, it is the culture of the workplace which dictates the way in which people interact with each other inside and outside of the company. In order for employees to enjoy their work and deliver their best, they must adhere to the organisations culture, failure to do so will result in problems such as demotivation and lack of teamwork which in turn will stifle team development, and this is from failure to adjust to the culture.According to Edgar Schein organisations do not adopt a culture in a day, it is formed over a period of time as employees go through changes, adapt to the external environmental and solve problems. Employees gain from their past experiences and use this in their everyday practices; this then forms the culture of the workplace. Group norms can strengthen a team and their development as they all strive towards the same goal of the organisation and its culture.2.4 Differentiate between beneficial conflict and destructive conflict in teamsConflict is a result of real or perceived opposition to another’s values actions or interests. This can occur internally or externally. Conflict work groups can affect the organisation as a whole and conflict resolution can produce a positive outcome for both parties involved. Constructive conflict is where the benefits outweigh the disadvantages it generates productivity, shared decisions that are beneficial to the team. The process of constructive conflict is just as important as the end result. Destructive conflict often stems from guidelines that have been rigidly set and in most cases this type of conflict produces negative results. Opposing teams in conflict are often subjected to personal attacks, threats and hostility. On a whole; defeat of the opposition is the main goal, rather than coming to a resolution that both parties can agree with.On the contrary to the destructive conflict, constructive conflict has a strong belief that all parties involved can be a winner and the goals involved from both parties are flexible which means a common link between both parties can be found. Beneficial conflict relies on a flow of communication and a willingness to accept change. Poor conflict management often limits positive interaction and reproduces destructive conflict. The following are a few causes of destructive conflict: feeling of inadequacy, hopelessness, lack of empathy, fear of change and lack of understanding of different views.Overall constructive conflict fuels conversation, employees develop a better relationship between themselves and their superiors – collaboration increases as well as productivity and in turn promotes equality; on the other hand destructive conflict promotes inequality and causes friction between relationships. Respect is often lost between co-workers this often leads to frustration and resentment which also leads to low productivity and unfinished tasks that have been set.