Managing+Conflict

= = =**__ MANAGING CONFLICT __** =

// "Leadership is the activity of influencing people to cooperate toward some goal which they come to find desireable." //  - Ordway Tead

=**INTRODUCTION **=

===Ever held a differing opinion from your boss? Boasted dissimilar ideas than your co-worker? Been knocked out by a colleague over a disagreement about a project? (OK, so the last one might be a stretch, but it's happened before...) === ===Human resource managers report spending 24 to 60 percent of their time dealing with employee disputes. === ===The number of violent incidents in the workplace has been increasing steadily, according to a study by the Society of Human Resource Management (SHRM). Nearly 60 percent of respondents said violence had occurred in their organization during the past three years, and they identified "personality conflicts" as the leading cause. ===

=**BACKROUND INFORMATION **=

=== Conflict arises when one or more person tries to ensure their preferred outcome is achieved to the exclusion of the preferred outcome of others. In examining the area of conflict more closely, the issues causing the conflict need to be examined aswell as the behaviour of both parties and then finally the feelings which result based on how people feel they have been dealt with. Often it is the behaviour and consequent feelings which cause the longer term and deeper damage to the relationship than the actual issue itself. Therefore, in managing conflict,these aspects need to be understood and resolved aswell as dealing with the issue that may have caused the original conflict. ===

= //Concepts of Organizing// =

=== The working relationships — vertical and horizontal associations between individuals and groups — that exist within an organization affect how its activities are accomplished and coordinated. Effective organizing depends on the mastery of several important concepts: work specialization, chain of command, authority, delegation, span of control, and centralization versus decentralization. ===



**PRINCIPAL CONCEPTS **

 * ==//** Reactions to Conflict **//==

The ways in which we deal with conflict are based on the following ...
=== The situation arises when there is a clash between differing priorities and preferred outcomes.The outcome that then results can lead to how each party feels following the interaction.Often the person does not have control over the situation or issue causing conflict, but the keyarea they can influence is their own behaviour. By focusing on behaviour, each person can affect the outcome of an interaction and the feelings which then result.Typically there are 3 broad approaches to dealing the conflict : ===

===// __Fight__ - Achieving personal goals becomes the driving force when interacting with others at work or in a particular situation. The person in this case will not concede any of their own preferred outcomes. This style can be used when the individual needs of the person are too important to compromise on. There are also people who use this style predominantly regardless of how important the issue is as they see each conflict as a threat and a potential power struggle. //===

===//__ Avoid- __ This behaviour can result from a fear of confrontation which the person using the style may have. They may use this approach as a way also of maintaining the relationship as they may not be confident enough to confront the cause of the conflict. This style can also be used when one person feels there is nothing to gain by dealing with the cause of the conflict and they therefore choose to avoid any confrontation. Also it can be used when emotions are running high and the timing may be better to wait before confronting the other person. //===

===// __Resolve-__ In using this approach when dealing with the conflict, both parties try to resolve the disagreement in a way that is mutually beneficial. In this instance, both sets of needs are deemed to be equally important and dealt with accordingly. Resolution can be achieved when both people involved agree to compromise as a way of moving forward.Alternatively, it may also be possible to reach //// agreement by collaborting. This approach ensures both sets of needs are met without compromise through joint problem solving. //===


 * =// Causes Of Conflict //=

// 3. Personality conflicts which happen when people clash with each other due to different styles of interaction or differing values or beliefs. //
===// 4. Change - when there is a lot of change within the organisation which is poorly managed ,this can lead to people feeling insecure and threatened. The tension which this then causes can lead to frustration and anger which in turn affects how people deal with one another at work. //===

//5. Lack of teamwork /poor performance - this can be another cause of conflict if some in the team believe other colleagues are not pulling their weight or are not competent in the jobs they do.//
=== Overall, conflict often arises when there is a non - acceptance of the differences which exist between people at work. It is also more likely to happen in organisations where there is a high level of uncertainty or where there is poor industrial relations. The atmosphere that this causes can often result in a raising of tension levels and consequently poor relationships at work. ===


 * =**//Successfully Managing Conflict In The Workplace// **=

==The following strategies can help you effectively resolve worker conflict as soon as possible: ==


 * 1) === //Be a good listener. This is a very important role for the mediator. The parties involved should all want to tell their story and you, of course, cannot do much help if you do not know what is going on. Even though getting the people to speak freely can increase the level of conflict, it’s a good idea to get all the complaints and issues out first of all. Then you can begin working on a solution.// ===
 * 2) === //Stay impartial. Actually, not so much impartial as having the ability to know what is best for the company and to let your staff know that without getting them to hate you and the establishment. If your staff has been divided into camps, each espousing one idea over another, make sure that you understand the motivations of each group.// ===
 * 3) === //Stay logical. Much like you don’t let others sway you into making a decision solely for the benefit of one group, you should not let your feelings for the people on your staff influence your decision. If you don’t get along with the people in one group, do not dismiss their ideas and claims just because of that.// ===
 * 4) === //Agree an action plan . Who will do what, when and how. Monitor progress and review within an agreed period. Move on from the conflict once it has been resolved.// ===

=CURRENT ISSUES =

=== Conflict can potentially result where two or more people interact with each other and because of their behaviour or due to a clash of interests, conflict or tension can arise. There are also positive aspects associated with conflict as it enables feelings to be expressed whilst recognising there are often different views or perspectives. Conflict becomes a more serious problem when it is not dealt with effectively or at all and where the feelings which result are not expressed or resolved. The negative effects of conflict are that communication breaks down, individual needs are not heard or met, creativity is stagnated and relationships with others usually deteriorate. Therefore, organisations which don't encourage the effective resolution of conflict wil usually have lower staff morale, strained relationships , higher levels of fear and tension among staff and lower productivity. ===

References
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