Types of Conflict and Negotiation - Essay Example

number Conflict and Negotiation The Conflict A client calls the offices to be up d on the progress of his order.My colleague tells him that he is going to confirm and then get back to him. Upon checking, it is established that there is minimal progress and the order may take approximately five days to be completed, which will be a few days before schedule. The order is supposed to be delivered in about ten days to the client, but check-ups are common for some clients who would not like to be disappointed. I inform my colleague to communicate to the client that progress is good and that it will be delivered right on schedule. However, my colleague was hesitant to communicate this as he viewed it as lying and unethical. Type of conflict This form of conflict between me and my colleague can be categorised as an interpersonal conflict. As provided in the Thomas–Kilmann Conflict Model of conflict, conflict are based on two axes, mine and that of my colleague. The aspect of interpersonal conflict is brought forth by the fact that it is a variance between two individuals that does not necessarily involve any other individuals. The other two forms of conflict; intrapersonal and intergroup, do not apply. Functional vs. Dysfunctional Conflict The gap between functional and dysfunctional conflict is very narrow and is more preceisely dictated by the deeds taken by each set of individuals. The classification of our conflict in this regard is extensively dependant on the position we will both take to reach a resolution. Evidently, we are both on the same side, but with different ideas on how to deal with the situation. My view is to assure the client of the fact that the order will be completed and delivered before the due date. This will make the client happy to have worked with us and wait for his order on the due date. However, my colleague believes it is appropriate to tell the truth which is that the order has still to be worked on because of the fact that there were many earlier orders yet to be completed. My view on this is that this will make the client anxious and averse our organization. My colleagues view is that my suggestions are contrary to the code of ethics. In this case, the conflict may be termed as functional where the two of us try to resolve the issue before getting back to the client. In a very distinct way, the conflict may be termed as dysfunctional where the client is reached with one’s point of view without the input of the other. Since the favourable outcome would be a functional conflict, it is appropriate to be issue-focused when deliberating over a resolution by maintaining a creative stand points. Cause of Conflict Fischer (2012) illustrates the main causes of conflicts as; injustices, communication breakdown, lack of adequate resources, diversity, and incompatible goals. In many ways, the cause of the conflict in this case is as a consequence of diversity at the workplace. Individuals at the workplace have different beliefs on how to carry out operations, and this diversity of beliefs can cause friction between one individual and another as in the case of me and my colleague. For instance, my view that is best suited for the firm is to assure the client of our commitment to deliver the order in time. At the same time, my colleague holds that the convenient course of action would be to maintain an ethical conduct. As most organizations become more diverse in the workplace, the executive has learnt that it is necessary to be in a position to manage such diversity as it may harbour undesirable outcomes such as conflict. Communication problems may also be viewed as another cause of the conflict in that the issue revolves mainly on what to communicate to the client. However, the key cause of the variance can be cited as personal differences as a result of diversity at the workplace. Outcome of Conflicts As exemplified by the issue of functional and dysfunctional conflicts, the ultimate outcomes may either be positive or negative. The same set of rules utilized to ensure that the conflict is functional may also be used in this case to ensure that the outcomes are positive. The detriment of having negative outcomes is that; mistrust is rampant, feelings of being demeaned are also prevalent, and surged levels of stress and anxiety are also witnessed. The ultimate outcome of this is that productivity and creativity are hampered, lower levels of morale at the work place is felt, and teamwork and cooperation that is normally required for the completion of specific tasks is lacking. These are just a few reasons for striving to attain positive outcomes is pivotal. The creative aspect to functional conflict allows for an extensive range of ideas to be reviewed before reaching one that is most appropriate. In this case, the final course of action does not necessarily has to be mine or that of my colleague; better ideas may emerge if we both embrace creativity for a final positive outcome. It also allows for identification of ideas that may actually not work. Another positive outcome that may result as a consequence of the collaborative functioning of appreciation of diversity and being creative is that one is able to learn from peers. There is surely an aspect to the issue that am not aware of while my colleague is conversant with it. Conflict Handling Styles Coping with conflict is an attribute each workplace should exhibit. Luckily, there are ways that can be used to deal with such incidences. Avoidance is one of the most common ways conflicts are managed, and yet one of the most unfavourable. The shortcoming is that the occurrence of the incident in the future is likely. Avoidance does not defuse the bomb, but resets the time to explosion. Compromise is also a choice most would go with, but also does not provide the most favourable outcome. Collaboration is arguably the most desirable outcome in that it brings together all the individual constituents that provide the organization as a whole with the best possible outcomes. The most valuable asset that any organization may hold is its workforce, particularly when they find ways to make it work where it may have previously seemed impossible. Doings such as avoidance and compromise minimise the interaction between the employees which ultimately means that the organization does not achieve as much as it should. On the contrary, Collaboration maximizes the interaction between the employees (Eidelson 132-8). Work Cited Eidelson, Roy. "Dangerous ideas: Five beliefs that propel groups toward conflict." American Psychologist (2003) 58.3: 124-147. Print. Fischer, Michael. "Organizational Turbulence, Trouble and Trauma: Theorizing the Collapse of a Mental Health Setting." Organization Studies (2012) 33.9: 1003–1037. Print. Read More