CONFLICT MANAGEMENT
CONFLICT
An expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources, and interference from the CONFLICT
LEVELS OF CONFLICT
1. Organization
2. Individual
3. Group
TYPES OF CONFLICT
1. Within and between an organization
2. Within and between-group
3. Within and between individual
CHARACTERISTICS OF CONFLICT MANAGEMENT
1. Interpersonal conflict refers to at least two persons
2 . Conflict inherently involves some sense of struggle or incompatibility or perceived difference among values, goals, or desires
VIEWS OF CONFLICT
1 . Traditional view: The belief that all conflicts are harmful and must be avoided
2. Human relations view: That belief that conflict is a natural and inevitable outcome in any group
3. Integrationist view: The belief that conflict is not only a positive force in the group but that it is necessary for a group to perform effectively
SOURCES OF CONFLICT
1. Conflicts may originate from several sources, including Differences in information, beliefs, values, interests, or desires.
2. A scarcity of some resource Rivalries in which one person or group competes with another.
5 WAYS TO MANAGE CONFLICT
1. Avoidance
2. Competition
3. Accommodation
4. Compromise
5. Collaboration
FUNCTIONAL AND DISFUNCTIONAL
1. Functional conflict: works towards the goals of an organization or group
2. Dysfunctional conflict: blocks an organization or group from reaching its goals
GROUP CONFLICT
1. Intragroup conflict:
•conflict among members of a group
•early stages of group development
•ways of doing tasks or reaching groups goals
2 . Intergroup conflict: between two or more groups
3. Interpersonal conflict:
•between two or more people differences in views about what should be done
•differences in orientation to work and time in different parts of an organization
4. Intrapersonal conflict: occurs within an individual threat to a person's values feeding of unfair treatment multiple and contradictory sources of socialization
TIPS FOR MANAGING CONFLICT
1. Avoids feelings or perceptions that imply the other person is wrong or needs to change.
2. Communicates a desire to work together to explore a problem or seek a solution.
3. Exhibits behavior that is spontaneous and destruction-free.
4. Identifies another team member's problems, shares feelings, and accepts the team member's reaction.
5. Treats other team members with respect and trust.
6. Investigates issues rather than taking sides on them.
FOUR EXAMPLES OF EFFECTIVE CONFLICT MANAGEMENT
The following are some examples of workplace conflicts and steps a manager might take to resolve them.
1. Task-based conflicts: This type of situation arises on teams when someone comes late with information another team member needs to complete their part of the project. When this is a frequent occurrence, the team member being held up can feel slighted, and a situation may arise. One solution to resolve this issue is to ensure that both parties are aware of how they are accountable for their roles and responsibilities. Clarify the processes they are using to accomplish their tasks to understand better how workflows can achieve better synchronization.
2. Conflict with manager’s leadership style Sometimes, managers and their employees can clash despite the best intentions. For example, a manager with a type-A personality sets ambitious goals for an employee, inadvertently overwhelming them. Or a manager has a hands-off management style, and an employee wants more guidance
For example, if an employee is overwhelmed by their duties, ask them to prepare a spreadsheet of tasks with estimated deadlines. Managers may want to meet with the employee in weekly 1-on-1 meetings. That way, both the direct report and the manager can review the workload together and work on solutions for streamlining specific duties or distributing them to other teammates. The important thing is to keep discussions ongoing and open so employees and managers learn better skills for working together.
3. Conflicts with customers: Customer relationships are crucial, so the first step is to offer the customer the opportunity to express how they feel and use empathetic statements to show you care. Always take responsibility for any mistakes that the company has made and ask the customer how you can resolve them. Managers who can offer refunds, discounts, or other gestures can mitigate frustrations. However, it’s best to know beforehand how much you’re willing to pay to keep the customer happy.
4: Performance review conflicts: Work one-on-one with the employee to create a plan with specific action steps and deadlines to improve their performance. Encourage employees to voice their opinions when setting goals to increase their commitment.
CONCLUSION
Individuals should understand their triggers to better deal with conflict situations in the workplace.
Group members should think about other group members to identify privately those individuals and behaviors that may push their buttons.
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