Conflict Management - Term Paper Example

?I. Conflicts Conflict has been as sharp disagreement or opposition of ideas or interests Conflict is an “expressed struggle” between at least two interdependent parties (Dues 2010). Conflict is a discomforting difference between two or more people. Thus interdependence, opposition, emotion and expression are the elements essential to conflicts. Causes of conflicts Conflicts at workplace can arise out of several reasons – conflicting needs, conflicting lifestyle, conflicting goals, conflicting ideas, conflicting pressures and conflicting roles. In addition conflicts could arise out of different personal values and unpredictable policies (Gatlin, Wysocki and Kepner 2008). All these can be categorized to fall under four different causes of conflict – personality, leadership, communication and the work environment (Psychometrics 2009). Poor leadership plays a significant role in generating conflict. In nutshell, when there is clash of values, conflicts occur. Positive and negative conflict  Conflicts can reduce morale, lower productivity, increase absenteeism and lead to long-term confrontations leading to violence and crime (Gatlin, Wysocki and Kepner 2008). Conflicts increase group-tension and lead to negative emotions. It can also trigger the desire to abandon the project mid-way, and lead to antagonism, frustration and stress (USDA 2005). Not all of these conflicts that are likely to arise are negative. Conflicting perceptions, for instance, can give rise to something entirely new and creative. New solution to an existing problem implies that conflicts can be positive. Conflicts can help individuals evolve with time and experience. It can lead to better cohesion within the group; it can lead to growth and change. Conflicts act as painful stimulus that urge one to act and grow. Conflicts also indicate commitment to organizational goals as all involved are trying to find the best solution (Stack 2011). It promotes challenge and increases efforts. Conflict is essential for the continued development of human beings (Pedler 1977). The consequences of conflict depend upon how the people involved choose to approach it. Conflict process Since conflict does not always have negative consequences, the first step should be to identify the problem, and then the causes of conflict. Conflict is a process and involves five steps. The prelude stage is the frustration or the latent stage where the variables conducive to the conflict are present – the people, the environment and the relationship between the people (Cahn and Abigail 2007 p43). The triggering phase marks the beginning of the perception of the conflict and could start with something as insignificant as criticism. The initiation phase is the time when personal realization occurs through feelings of anxiety and tension that there exists some conflict. During the differentiation phase conflict becomes evident to others around, even those that are not involved. Strategies are devised and participants work on dealing with problems and issues. This is followed by the last phase known as the resolution phase when the parties involved agree to arrive at some conclusion which then gives rise to a new phase. However, all these require effective communication methods. II. Communication in conflict  Communication can be complex even within a single culture and society. It has pervasive problems among nations. However, when two cultures are involved, communication is even more complicated. One of the strategies to resolve conflicts is the S-TLC system. Stop - One has to take time out (Stop) and not continuously engage the mind in conflict. Think - The mind has to then engage in thinking rationally instead of jumping to conclusion about others. One should learn not to take things personally. Listen – In conflicts people tend to justify their own actions and become defensive. However, one should devote time to listen to others, their view points because perhaps listening itself could provide solution to the conflict. Communicate – I-statements should be used for communication and this is the most important skill in conflict management. It reveals honesty and reduces defensiveness in others. Here the words have to be carefully used. For instance, instead of blaming someone else and saying, “You make me angry”, one should say, “I am angry”. The first demonstrates escaping responsibility while the second shows accepting responsibility for one’s own actions (Peachey 2008). I-statements carry all the necessary components required to resolve conflict and arrive at some conclusion. III. Negotiation in conflict  Once the points of conflict and the goals of conflict have been identified, one has to identify whether the conflict can be resolved by negotiation. Managing conflict entails taking into account the structure, policies and procedures to minimize the possible damage from the conflict (Dues 2010). This involves managing the behavior of the two or more individuals involved. Good conflict management requires direct communication and mutual agreement. This is known as negotiation. Tangible and intangible issues There is not set pattern for negotiation and re-planning can occur during the process of negotiation. Each stage of the negotiation process requires certain skills and knowledge. The people involved in negotiations should be able to discriminate between tangible and intangible issues. At times the real conflict may lay hidden while intangible issues may surface. Hence the first step should be to separate people from roles. Emphasis should be on the corporate goals and not on individual aspirations. The interests of each party should be highlighted because it may be possible to work cooperatively to satisfy the needs and interests of all parties concerned. Competitive and cooperative negotiation Not all involved can win in a negotiation but if the negotiator adopts a cooperative style both sides can experience “win-win” situation as most of their interests are met. Negotiation styles also depend upon the cultural background and the most common types are competitive and cooperative negotiation. The competitive negotiators focus on getting the better side of the deal and they “fight-it-out” (Katz 2005). They use pressure tactics such as anger, warnings, threats and even walk-outs, where force or power decides the outcome. Deals without strong conflict and negotiation cannot last long, according to them. Cooperative negotiators try to find a compromise that requires both sides to move from their previous positions. This requires greater skills, levels of trust, and the management of differences is seen as a joint problem (Pedler 1977). They try to “meet-in-the-middle” and escape from spending too much energy on finding the best solution. Expectations are realistic and the value for all parties is maximized. In competitive bargaining there is information control whereas in cooperative bargaining there is information sharing. IV. Conflict Climate  Power abuse occurs when someone who has the authority or power by virtue of social or workplace position, by virtue of knowledge, technology or weapons, chooses to misuse this power to his advantage, and to exploit or harm others (Boyle 2011). Power of abuse also occurs when lack of action on the part of the person in authority results in harm or exploitation of others. This implies that only one who has the power can abuse it. One should not be in a position of conflict of interest. When this situation occurs, it is harmful conflict climate. Nurturing conflict climate is said to occur when power is shared. V. Anger and Stress in Conflict Management  Conflict triggers emotions and anger and stress are the negative outcome of conflicts which affect productivity and reduce morale. Managing Anger thus is a technique. a. Managing Anger  i. Anger-ins  ii. Ventilation approach  iii. Anger outs  b. Types of Stress  Stress is a process by which an individual responds to a challenging and demanding situation. It is the difference between pressure and adaptability of any kind. When cooperative or competitive negotiation does not take place, anger and stress set in. people experience different types of stress of which four are commonly experienced. Distress is the state where is a constant alteration to the routine creating feelings of discomfort. It is a type of stress that leads to burnouts, depression and despondency (Seglin 2001). It can also lead to dysfunctional employee behavior, indifferent attitude and frequent absenteeism. Eustress is the psychological term for good stress which has a positive effect on the mind; it keeps the mind revved up and dynamic. Some amount of fear, anxiety and pressure keeps the mind active and enhances performances (Seglin 2001). Managers are hence not keen to minimize stress but would like to maintain it at the optimum levels. Eustress is positive while distress is the negative perception of stressors. Hypostress occurs when the individual is bored or unchallenged. They have nothing to look forward to or to motivate them into giving their best. Repetitive work might also lead to hypostress. Hyperstress on the other hand, is the result of being overloaded or pushed with too much workload. Under work stress even a small conflict can trigger a string emotional outburst. Works Cited Cahn, D.D. and Abigail, R.A. Managing Conflict through Communication. 2007, Boston: Pearson Education Inc. http://www.interprofessionalresourcecentre.ca/s5/documents/5.3-dialogue-conflict-1.pdf Dues, Michael, T. Managing Conflict. Web 26 June 2011. . Gatlin, Julie Wysocki, Allen & Kepner, Karl. Understanding Conflict in the Workplace. University of Florida IFS Extension. Web 26 June 2011. . Katz Lothar. Cooperative vs. Competitive Negotiators. Leadership Crossroads. 2005. Web 26 June 2011. . Peachey Gladys. (2008). Conflict is a Fact of Organizational Life. Pedler, Mike. (1977). Negotiation Skills Training—Part 3. Jeit. 1 (6), 25-28 Psychometrics. Warring Egos, Toxic Individuals, Feeble Leadership. Psychometrics Canada Ltd. 2009. Web 26 June 2011. . USDA. Conflict Management. 2005. Web 26 June 2011. . Seglin, JL 2001, CIO. Framingham: 14 (18), 132 Stack, Laura. 2011. Conflict in the Workplace: Conflict can be positive and productive. 12 Jan 2011. Web 26 June 2011. . Read More