Understanding Conflict Management - Assignment Example

ILM Level2 Understanding Conflict Management in the Workplace Place Introduction In the modern business environment conflicts are being recognized as issues, especially when it comes to the workplace. Hence, understanding of their causes enables organizations to manage conflict situations, which is essential in companies’ striving to achieve competitive edge and improve organizational performance (Oni-Ojo, Iyiola & Osibanjo, 2014). Whether a conflict situation is not solved properly, it can lead to more complex issue and effect physical and emotional wellbeing of employees and damage meeting organizational goals and objectives. However, conflict does not necessarily destructs organizational unit, but it also benefits employees’ communication and encourages making a right solution and growth of an organization (Tillett & French, 2006). Besides, conflict plays an important role in team learning as it is to some extent an investment for individuals and organization in their adjustment to uncertain future. The following paper will identify what causes conflicts and will describe the stages in the conflict development. It will also explain the effects of conflict on learn performance and certain techniques that enable managers minimize conflict at workplace. Causes of conflict at work According to Wall and Callister (1995), because of the groupings of parties involved in the conflict, some of the causes are the main that characterize conflict. These are individual characteristics such as personality, values and goals or the intrapersonal conflict, interpersonal factors of perceptual interface, communication, behavior and previous interactions and interdepartmental conflict. Gatlin, Wysocki and Kepner (2012), point out eight main causes for conflict appearance, among which there are conflicting needs, styles, perceptions, goals, pressures, roles and personal values and unpredictable policies. In the consultancy companies and those which provide services to others, such as State Utility Company these causes of conflict can be characterized with the interpersonal motives, where certain qualities, needs and skills may not be meshed in a proper coordinated way. In addition, there can be also functional causes of conflict where individual of an organization, or the managers within the State Utility Company have expected sets of behaviors and consider similar providers should also have the same set. In addition, interdepartmental conflict may arise between the Company and the consultants and contractors they provide with advice, as activities and resources are relatively fixed, but the benefit is obtained at the expense of another. For the specific role within the Company, such as manager who deals with consultants and contractors for them to get necessary approvals from the utility to connect electricity to the projects, such conflict can be associated with the human factors emphasized by the interpersonal conflict. It means that while consultants and contractors have lack of skills and qualities, there can appear a conflict of the improper way of coordination of their actions. Here such interpersonal factor as low communication from the side of Company’ manager can also result in the low knowledge of consultants and further their low coordination capabilities. Stages in the development of conflict Depending on the relationship between the sides of conflict, the process of conflict consists of the latent stage, cognition and personalization, manifestation of conflict and the outcome (Zafar, Ashfaq, Ali & Imran, 2014). During the latent stage or unstable peace every deviation in terms of communication, structure and personal features are causing conflict. Whether there are differences that are not appropriate for any of the sides, they are great enough to call a conflict. Besides, according to Brahm (2003), differing interests and values as well as power have the potential to spark the conflict between the sides. In addition, there is an association of the latent stage of conflict with the economic inequality, where the government institution can be unresponsive to the needs of the minority group of the community. Thus, whether there is a low level of communication between the manager of State Utility Company and contractors and consultants, there is a high risk of conflict to appear between these sides. The Company is also a government utility organization which can also have areas for improvements in terms of providing better services to the customers which consultants and contractors can provide in a better way. Hence, the conflict can appear in this case. The stage of cognition and personalization of conflict is connected with the first stage if the conditions negatively influenced activities that parties often conflict were taking care of. In that case perception of the participants, their expression and feelings are in conflict. However, if individuals become more involved into the conflict situation, it appears to become personalized (Rothman & Cooper, 2015). If between the manager of State Utility Company and the contractor, to whom the counseling is given, the level of cooperation was damaged by the negative perceptions of any of the side, these perceptions take more personal character, hence the conflict occurs. Rothman and Cooper (2015), consider that the next level of the conflict is the intentions, which intervene between perceptions and feelings and the behavior. During this stage individuals should understand the intentions of the other side in order to know how to respond to the expressions and feelings. Whether there is a hostile behavior between the participants of the conflict, they come to the open disagreement with the ideas and opinions of others. In the case of contractors and State Utility Company disputes in providing similar services can bear personal negative attribute and behavior, thus change the stage of personal disagreement to the open manifestation. This stage usually includes statements, actions and reactions which the conflict participants make. Conflict outcome stage shows the relationship of the parties in the conflict. It also displays the development of the consequences of the conflict to the participants. These consequences may be as increasing of working efficiency as its decrease. Some positive outcome of the conflict is the broader range of ideas and as a result stronger ideas, increased participation and creativity among the participants of the conflict. Some negative outcomes can be feelings of being defeated, stress and anxiety, mistrust that hinders the workplace (Bauer & Redogan, 2009). Thus, in order to increase the work efficiency of both the State Utility Company and consultants, the consequence of the conflict should display the best options of conflict solution, which can be for example, effective communication or the process of sharing knowledge which consultants will perceive in the proper way. Effects of conflict There is a direct connection between the ability of organization to manage conflicts and increase its performance in terms of utilizing the best resources and achieve its goals and objectives. While conflicts constitute benefits for an organization in terms of improving decision making and group productivity, they also improve group learning and accuracy in the assessment of situation. Thus, conflict plays a constructive role in the group’s ability to manage its work, interest of actions and increase willingness in the participation in the common projects (Ongori, 2009). Within the working teams conflict has both beneficial and negative effects, because of the task variety and type of conflict itself. Thus, there is a great negative effect of the relationship conflicts on individual performance and team work in general. When performing non-routine tasks, managing conflict or even avoiding it is easier. At the same time when doing the same tasks, teams and individuals are risking to meet challenges and conflict with each other. This is because all decisions are made in the similar way and no space for creativity is given. Instead, when the team performs non-routine work, its decision making is more creative and conflict can be associated with more beneficial aspect, as then teams are simply have different opinion on one and the same question (Ongori, 2009). In case of State Utility Company, the effect of conflict is seen in the collaboration of manager and contractors and consultants which should work close in order to provide better service to people. However, the routine performance of both the Company and the consultants can create the predisposition for conflict in terms of lack of creativity in decision making. However, when it comes to the evaluating of services provided, each decision will be different and thus conflict can be avoided. This at the same time will allow the Company to increase its performance effectiveness and contractors to provide their services efficiently. Techniques to minimize and resolve conflict in the workplace Whether the conflict is on the stage of behavior, manager can use certain techniques to solve a conflict. Thus, the problem solving meeting is effective in dealing with conflict situations. Goal-setting is also among the often used techniques because it enables parties of the conflict to start cooperation. Another technique can be the expanding of resources, which created conflict (Rothman & Cooper, 2015). There is an effective step in noticing less differences and paying more attention to the common interests of the company. Compromising is also a well-checked technique in finding a solution to the conflict situation. Formal authority can be effective if the parties are of equal position and role. In addition, there is a great positive impact of training of people to be able to change their attitudes and behavior in order to find a common way to make a business. Within the State Utility Company a manager who cooperates with the contractors and consultants can also promote a positive attitude toward minimization of conflict effects. Thus, one can help in identification of root cause of the disagreement, what parties need and what changes are required for managing a conflict. An effective way to handle conflict is to speak to each party individually and then compose a perspective of what is happening. Bringing both sides in order to communicate is another way to solve problems. Expressing what bothers both parties will help to avoid misunderstandings and conflict situations in the future. Establishing a procedure that both conflicting sides should adhere is an important way to reduce tension between the parties. Parties can also propose ways to address issues. Regular consultation will ensure that all perspectives are viewed and taken into account. In addition, training and development personal and professional skills such as communication and negotiation skills, critical thinking and decision making, people skills for managers will be useful in preventing conflict situations. References Bauer, T. and Redogan, B. 2009. Causes and Outcomes of Conflict, Organizational Behavior, Nyack, NY: Flat World Knowledge Brahm, E. 2003. Latent conflict stage, Eds. Guy Burgess and Heidi Burgess. Conflict Information Consortium, University of Colorado, Boulder, [online] Available at: http://www.beyondintractability.org/essay/latent-conflict [Accessed on May 29, 2015]. Gatlin, J., Wysocki, A. and Kepner, K. 2012. Understanding conflict in the workplace, University of Florida, [pdf] Available at: https://edis.ifas.ufl.edu/pdffiles/HR/HR02400.pdf[Accessed on May 29, 2015]. Oni-Ojo, B., Iyiola, O. and Osibanjo, A. 2014. Managing Workplace Conflicts in Business Environment: The Role of Alternative Dispute Resolution, European Journal of Business and Management, Vol.6, No.36 Ongori, H. 2009. Organisational Conflict and its Effects on Organisational Performance, Research Journal of Business Management, 3: 16-24, [online] Available at: http://scialert.net/fulltext/?doi=rjbm.2009.16.24 [Accessed on May 29, 2015]. Rothman, I. and Cooper, C. 2015. Work and organizational psychology, Routledge Tillett, G. and French, B. 2006. Resolving conflict, Oxford University Press Wall, J. and Callister, R. 1995. Conflict and its management, Journal of Management, Vol.21, N.3, [pdf] Available at: http://www.uk.sagepub.com/fineman/Reading%20On/Chapter%2008b%20-%20Wall%20and%20Callister.pdf [Accessed on May 29, 2015]. Zafar, F., Ashfaq, H., Ali, A. and Imran, M. 2014. Conflict Resolution in Organization through Strategic Management, International Journal of Sciences: Basic and Applied Research (IJSBAR), Volume 14, No 1, pp 1-15 Read More