Conflict Management in the Workplace

appointment Management in the WorkplaceIntroduction remainder focal point in the workplace is an issue that every acquiter, manager, or employee has to mete out with at champion time or another. The basics of struggle management include improving communication, teamwork, and a systematic approach to solving the disagreement. This report card explores various techniques that can be utilized to manage meshing in the workplace.Workplace remainder ManagementConflict is defined by Hellriegel, Slocum and woodworker as the run in which one fellowship perceives that its interests ar macrocosm opposed or negatively affected by another party (p. 362). Some propagation passage of arms that be a despotic force indoors an organization, while at other times it is a negative force.An object lesson of battle as a positive force is that the creation and root of employment whitethorn lead the company to constructive problem solving. It may also lead people to search for ways of changing how they do things. The mesh shutdown process can ultimately be a stimulus for positive change within an organization (Hellriegel, Slocum and Woodman, p. 364).However, conflict may also have serious negative effects on an organization. For example, conflict may divert efforts from goal attainment or it may deplete resources (particularly time and money) (Hellriegel, Slocum and Woodman, p. 364). Conflict also may negatively affect the psychological well-being of employees and cause stress (Hellriegel, Slocum and Woodman, p. 364). Indeed, conflicting workplace ideas may lead to anger, tension, and anxiety. Deep and lasting conflicts that continue without conflict management may raze lead to violence between employees and others (Hellriegel, Slocum and Woodman, p. 365). Therefore, it would be fair to say that conflict may sometimes be advantageous and at other times destructive.Workplace managers must be sensitive to the consequences of conflict. These consequences range f rom negative outcomes (such as loss of skilled employees, sabotage, low quality of work, stress and even violence) to positive outcomes (such as creative alternatives, increased motivation and commitment, high quality of work, and individual(prenominal) satisfaction) (Hellriegel, Slocum and Woodman, p. 365).Conflicts (whether they are negative or positive) leave behind arise in organizations whenever interests bump around and when these differences affect the relationship between interdependent people, they must be constructively managed (Hellriegel, Slocum and Woodman, p. 365). According to Hellriegel, Slocum and Woodman, some ways to manage conflict include the forcing mood, the accommodating trend, the flexible style, and the collaborating style.The forcing style refers to self-assertive and uncooperative behaviors and reflects a win-lose approach to social conflict (Hellriegel, Slocum and Woodman, p. 374). This forcing style relies on coercive power and dominance to reso lve the conflict. In the forcing style, the person who is seek to resolve the conflict feels that one side must win and that one side must lose (Hellriegel, Slocum and Woodman, p. 374).The accommodating style, according to Hellriegel, Slocum and Woodman, refers to cooperative and nonassertive behaviors (p. 376). The accommodation style manifests itself as a long-term strategy to make headway cooperation by others, or as a submission to the wishes of others. The accommodator tries to make out tensions and stresses by reassurance and support (Hellriegel, Slocum and Woodman, p. 376). This style shows concern about the emotional aspects of conflict, alone does not deal with substantive issues this style simply results in coating up or glossing over the issue (Hellriegel, Slocum and Woodman p. 376).According to Hellriegel, Slocum and Woodman, the compromising style refers to behaviors at an intermediate level of cooperation and assertiveness (p. 377). This style is base on give a nd take, which usually involves a series of concessions. This technique is commonly used and widely accepted as a means of settlement conflict.A collaborating style refers to strong cooperative and assertive behaviors. It is the win-win approach to interpersonal conflict handling (Hellriegel, Slocum and Woodman, p. 376). In this stylistic approach to workplace conflict management, it is sharing, examining and assessing the reasons for the conflict that leads to the development of an alternative that is fully acceptable to everyone involved. This effectively resolves the conflict (Hellriegel, Slocum and Woodman, p. 377).Studies on the use of these different interpersonal conflict handling styles orient that collaborationism is the outdo approach to managing workplace conflict (Hellriegel, Slocum and Woodman, p. 378). The collaboration style tends to be characteristic of (1) More successful individuals and (2) High-performing, rather than medium- and low-performing organizations (Hellriegel, Slocum and Woodman, p. 378). Further more(prenominal), the use of the collaboration style of conflict management appears to result in positive feelings from employees (Hellriegel, Slocum and Woodman, p. 378). So, it appears that the trounce style to resolve conflict is the collaborative style.Another suggestion for workplace conflict management is to take a step-by-step approach no matter what style the manager is employing. Author Rudy M. Yandricks article, integration Behavioral Strategies A Solution to Workplace Problems, suggests that a systemic approach to workplace issues by management is essential in todays workplace environment. For example, a step-by-step process can be taken to resolve any workplace conflict. This enables the attraction to follow a systematic approach to resolving a conflict.A detailed example of a step-by-step systemic approach is the adjacent First, the employee reports an issue to his supervisor. Second, the supervisor gathers informatio n in order to gain the best understanding possible of the authority hurdle. Third, the supervisor identifies possible causes of the conflict by collecting information from the team members and from anyone else impacted by it. Fourth, the supervisor meets with a forgiving Resources specialist who will build a list of potential solutions to the conflict. Fifth, the Human Resources specialist, in conjunction with the supervisor, decides on an appropriate solution to the problem. Sixth, the Human Resources specialist and the supervisor present the solution to the workers. And, finally, the solution must be administered.Additionally, there are consummations that can be done to resolve conflict and tensions in the workplace. For example, in the article by Boss and McConkie, the authors suggest an exercise for web sites of conflict where there are contradictory personalities. They suggest a piece of writing exercise where the people in conflict write answers to three questionsWhat doe s he or she do well?What do I think I do that bugs him or her?What does he or she do that bugs me? (p. 50)This exercise, according to the authors, gives those in conflict time to get used to an explicitly confrontational situation before either of them has a chance to pop off at the other. It forces some rationality into an emotionally charged situation. Also, those in conflict are forced to look at their own behavior before do any accusations against the other. Completing this exercise will create a non-contentious automated teller machine for continuing the conflict resolution. Frequently, after doing an exercise such as the aforementioned, it will become clear that neither person involved in the conflict is intentionally causing problems for the other.Each of the foregoing systemic techniques and styles regarding workplace conflict management can be utilized either separately, or in conjunction with each other, in order to promote a more cohesive work environment.ConclusionConf licts are part of individual relationships and organisational development, and noorganization can hope to mature to productivity and be successful without being able to resolve conflicts effectively (Cottringer, p. 6). Thus, conflict resolution is an integral part of maintaining a thriving workplace and the techniques and systemic approaches discussed in this paper should be utilized to resolve differences in the workplace.BibliographyBoss, Wayne R. and Mark L. McConkie. Conflict Management in SurgeryThird-Party Intervention. 5/1/2000. general Administration Management An Interactive Journal. Available at. Retrieved may 22, 2003.Cottringer, William. Conflict Management. Executive ExcellenceMagazine, 14.8 (1997)6.Hellriegel, Don, John W. Slocum, Jr. and Richard W. Woodman.Organizational Behavior, 8th Edition. Cincinnati, OH South-Western College Publishing, 1998.Yandrick, Rudy M. Integrating Behavioral Strategies A Solution toWorkplace Problems. Competere Consulting Group. Availab le at . Retrieved May 22, 2003.