Conflict Management Conflict management in the workplace can best be described as a struggle between two more people with opposing views and beliefs in the way any idea or goal needs to be achieved. This paper will briefly define conflict management and provide some positive approaches to conflict resolution and ways to prevent conflict management in the workplace. Conflict is inevitable in the workplace but conflict can be amicably resolved in many ways. “Managing conflict is a fluid process. You may start with one approach and then find you need to switch to another if your selected approach is no longer working or the conflict grows or changes” (Gallo, 2017, p. 6).
The four stages of conflicts are the latent conflict, perceived conflict, felt conflict and the manifest conflict. The first stage is the latent conflict which is defined as the stage that involves the anticipation of the conflict. This stage involves the competition for resources or inadequate communication. The anticipation of the conflict that the latent conflict causes, can increase the amount of tension around or amongst the problem. This occurs commonly when the staff verbalizes that the conflict that they are going through is going to be a problem or cause discomfort.
This alliance may be built on reasoning, love, mutual agreement and support. Devereaux Ferguson and Jenepher Lennox Terrion (2014) claims that, “Disagreements and disputes between and among people are natural and inevitable, and our most frequent conflicts occur with the people who matter most to us” (p. 256). As a result, I classify the conflict that I am condoning with my cousin as an interpersonal conflict. Pursuing this further, the conflict also aligns with Loraleigh Keashly and William C. Warters (1996) idea of the term, interpersonal conflict. They portrayed interpersonal conflict in a way that “the perceived needs and desires of two or more people or groups of people within a society appear to be incompatible and are believed to be in danger of being thwarted” (p. 60).
Conflict can be treated as a common and inevitable phenomenon in working places. It is a sign of poor interpersonal relationship and takes place because of misunderstandings. Conflicts happening inside the organization can evoke changes between individuals and departments which can be both positive and negative. The positive influences contribute to the development of organization while the negative ones bring the bad consequences. In terms of positive impacts, first of all, conflicts promote internal communication.
Conflict resolution is the process by which two or more parties engaged in a disagreement, dispute or debate reach an agreement resolving it (Grimsley, 2013). It can be argued that conflict has its origins in objective and subjective causes such as competition for external resources or it can arise when there is a clash between the internal beliefs, values, and interests of two parties. De Dreu and Weingart (2003) propose that conflict has been suggested to interfere with team performance and reduce satisfaction because it produces tension and distracts team members from performing the task as there are various indicators that impact on the team performance. Although conflict might have a negative impact in team performance however, conflict could be beneficial to team performance as individuals in the team realise and confront issues, learn to take different perspectives, and need to be creative. Moreover, there is team efficiency and better decisions are made when the team agrees to disagree.
But the primary initiators of organizational conflicts can be listed down as Clash in project priorities, Conflict over human resources, Economic Conflict and Personality Conflicts. The conflicts emanate from various sources due to disagreement amongst the team members and fear and funds conflict (De Bono, 2005). The difference in viewpoint is one of the major reason for the conflict in the case study. Most of these differences are not usually important unless it arises an issue. Personality and emotionality conflicts intensify the problem situation which leads to the identification of the crisis situation.
3. Stand Your Ground: This method can be view in two ways strong / brave or confrontational approach, this usually leads to a possible argumentative and hostile atmosphere within the project or working environment but sometimes is the only way to get the issues resolved. 4. Compromising: This is possible the second best approach for all parties where there is some give and take on all side involved in the conflict. The approach uses the method uses negotiation, consideration, and acceptance; all parties have to work together to find the resolution and look at the bigger picture that outside the project team or working
According to the literature various factors facilitate conflict in organizations. Some of these factors include differences in attitudes, values, skills and behaviours, trust, communication, behaviour and relationship structure, competition for resources, coordination of systems, work distribution, and participation in decision making. All of these factors among others can lead to conflict in the workplace (Trudel, 2009). Given the importance of conflict in organizations it has been reported that managing conflict is considered crucial to ensure the long term viability and success for a business (Ozdemir et al, 2009). It has been further suggested that ignoring or suppressing conflict may result in distrust and defensiveness as well as negative effects on group self-improvement and productivity (Robbins, 2001).
Conflict arises when a problem needs to be solved or there is a struggle between two different forces. A conflict occurs any time a choice has to be made. A conflict also occurs any time someone tries to stop someone else from doing from doing or trying to do something. Conflict can be classified broadly into two different categories, namely, external and internal. Further classification can be made for external conflict, namely, Man vs. Man and Man vs.
In any case, we may likewise harm — to ourselves and our vocations, our associates, understudies, and Organisations — by maintaining a strategic distance from conflicts no matter what and in this way permitting critical issues to go uncertain, to rot and proceed with their mischief. Porch International is likewise an Organisation and confronts HR related issues on routine interims. It is the obligation of the HR administrator to handle issues identified with conflict management. A few stages for managing conflict from the HR point of view include: • Obtain the accessible realities and accounts: Colleagues have a commitment to search out each other 's point of view, or "side of the story," when there is the impression of an issue between employees, or between an employee and another individual from the group. • Recognise the obligations of your position: Depending on your position, its employment obligations, and the gatherings included, you may have a commitment to