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Key features of conflict theory
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Topic: Conflict in workplace: A necessary evil Table of contents 1. Introduction 2. Nature of conflict 3. Major areas where conflict arise 3.1 facts 3.2 methods 3.3 objectives 3.4 values 4. Causes of conflict 4.1 Personality clash 4.2 Office romance 4.3 Passive aggressive behavior 5. Creativity fighting 5.1 Establish the legitimacy of fighting 5.2 choose the arena carefully 5.2.1 Engage 5.2.2 Accede 5.2.3 Postpone 6. Types of Workplace Conflict 6.1Task conflict 6.2Personal conflict 6.3Functional conflict 6.4 Dysfunctional conflict 7. How Staff Performance can be improved during workplace Conflict 8. Strategies for managing conflict 8.1 Competition 8.2 Competition 8.3 Collaboration 8.4 Avoiding 8.5 accommodating 9. Consequences 10. Conclusion 11. Recommendation 12. References Conflict in workplace teams: A necessary evil 1. Introduction Conflict is a disagreement or argument between people or groups based on the opinion or interest. Conflict is regarded as a normal thing to happen in an organization or workplace. Conflict management expert and organizational psychologist Dr. David G. Javitch 2007 simply defines it as tension and believes that offers benefits, as well as disadvantages in the workplace. Wherever people work together, conflict is likely to take place, and it brings a challenge to which organization’s leaders must respond constructively. Workplace conflict is a type of conflict that happens in workplaces. These conflicts may be structured by workplace environment, including the time that many people spend at their workplace and the difficulties that may be involved in switching to a different workplace. 2. Natur... ... middle of paper ... ...onflict resolution. Journal of Information Management, 18(6): 443-456. Medina, F.J., Munduate, L., Dorado, M.A., Martinez, I. & Guerra, J.M. 2005. Types of inter-group conflict and affective reactions. Journal of Managerial Psychology, 25(1): 82- P.G. Aquinas, 2007. Organisation Behaviour. Edition. Excel Books. Parayitam, S. & Dooley, R.S. 2009. The interplay between cognitive and affective conflict and cognition and affect based trust in influencing decision outcomes. Journal of Business Research, 62: 789-796. Peterson, R.S. & Benfar, K.J. 2003. The dynamic relationship between performance feedback, trust and conflict in groups: A longitudinal study. Organizational Behavior and Human Decision Processes, 92: 102-112. Turner and Weed . (1983). Session 5. Conflict management. Available: http://www.fao.org/docrep/w7504e/w7504e07.htm
What is a conflict? A conflict is a struggle between opposing forces. In the world today there are many conflicts. Students had to read stories and all had conflicts in them. They read the Necklace, The Scarlet Ibis, The Most Dangerous Game, and many more. Three characters who had to face conflicts are Mathilde, Doodle, and Rainsford.
Knapp, M. L., Putnam, L. L., & Davis, L. J. (1988). Measuring interpersonal conflict in organizations: Where do we go from here? Management Communication Quarterly, 1(3), 414-429. doi: 10.1177/0893318988001003008
In several occasions, conflict occurs in the communication of one or two people. Several people have thought of conflict as cases involving pouring of furious anger in a communication process. Nonetheless, conflict is the misinterpretation of an individual’s words or values (Huan & YAzdanifard, 2012). Conflict can also be due to limited resources in an organization (Riaz & Junaid, 2010). Conflict may as well arise due to poor communication or the use of inappropriate communication channel of transmission of information between the involved parties. Management of conflict has various conflict management styles that include avoidance style, forcing style, passive-aggressive style, accommodating style, collaborating style and compromising style. Workplace conflict comes in two different kinds: task involving conflict, which focuses on the approaches used in resolving the problem and blaming conflict that has the aspects of blame and never brings element of resolving problems between the conflicting parties. In the perception of several individuals, relationship conflict is negative.
Turman, P. (October 25, 2000f). Group Cohesiveness and Conflict: Group Communication [Lecture] Cedar Falls, IA. University of Northern Iowa, Communication Studies Department.
Conflict, when managed effectively, can be constructive. Conflict theorists have labeled this type of conflict as “C-Type Conflict or cognitive conflict” (Amason, Hochwarter, Thompson & Harrison, 1995, p. 22). Conflict of this type is usually centered on issue or opinion related differences and has a positive effect on the team. It increases team member involvement by allowing each member to speak his or her opinion or idea and evaluate the opinions or ideas of others. People change and grow personally from dealing with this type of positive conflict and team cohesiveness is created. Ultimately, “C-Type Conflict” results in a solution to the problem or agreement amongst team members.
Hocker & Wilmot, 2007, Poole, & Stutman, 2005 Folger and 2007 Cahn& Abigail. "Interpersonal Conflict and Conflict Management." Devito, Joseph A. The Interpersonal Communication Book. Boston: Pearson, Allyn & Bacon, 2009. 276.
Stewart, G., Manz, C., & Sims, H., (1999). Teamwork and Group Dynamics. New York: Wiley. pp. 70- 125.
A group can only be called a team if the members are actively working together toward a common goal. A team must have the capability to set goals, make decisions, solve problems, and share responsibilities. For a team to be successful, trust must be earned between its members by being consistent and reliable (Temme & Katzel, 2005). When more than one person is working on a particular task, inconsistent views or opinions commonly arise. People come from different backgrounds and live through different life experiences therefore, even when working towards a common goal, they will not always see eye to eye. Major conflict that is not dealt with can devastate a team or organization (Make Conflict Work, 2008). In some situations, conflict can be more constructive than destructive. Recognizing the difference between conflict that is constructive to the team and conflict that is destructive to the team is important. Trying to prevent the conflict is not always the best way to manage conflict when working within a team setting. Understanding conflict, what causes it, and how to resolve conflict effectively, should consume full concentration.
Differences within the team are the major reason for conflict. This stems from differences in opinion, attitude, beliefs, as well as cultural back grounds and social factors. The Conflict can be positive which is functional and supports or benefits the organization or a person’s main objectives (Reaching Out, 1997). Conflict is viewed as positive when the conflict results in increased involvement form the group, increased cohesion, and positive innovation and creativity. Conflict tends to be positive as well when it leads to better decisions, and solutions to long-term problems.
Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. . Journal Of Organizational Behavior, 13(3), 265-274.
According to McShane and Von Glinow, conflict is “a process in which one party perceives that his or her interests are being opposed or negatively affected by another party” (328). The Conflict Process Model begins with the different sources of conflict; these sources lead one or more parties to perceive that a conflict exists. These perceptions interact with emotions and manifest themselves in the behavior towards other parties. The arrows in the figure illustrate the series of conflict episodes that cycle into conflict escalation (McShane and Von Glinow 331-332).
...rs but the goal is not achieved until each member has completed his part. The Factors that influence teamwork are impacted trust and have an impact on trust. When communication breaks down, trust is reduced and communications can help to build trust (Rocco, Hofer, and Herbsleb).Research shows that conflict has a negative impact on performance. A conceptual model is developed which explores relationship between conflict and performance and conflict impact performance through its effect on exchange and trust (Lau & Cobb, 2009).
Conflict can occur anywhere and at any place, and recently there has been an ongoing conflict that has been manifesting at work, between a supervisor and an employee, and I am stuck in the middle of their conflict. For the past few months, a coworker has been moved from seat to seat, all over the call center. At first, the conflict was very difficult to see, however, between the supervisor and the employee, atmosphere of tension was felt when interaction was made. The employee, Ana Maria, began showing acts of defiance against her supervisor’s instructions, and additionally began spreading her discontent with fellow employees. As a result from her discontent being spread with to the other employees, work productivity began to fall, which caused
King, E. B., Hebl, M. R., & Beal, D. J. (2009). Conflict and Cooperation in Diverse Workgroups. Journal Of Social Issues, 65(2), 261-285. doi:10.1111/j.1540-4560.2009.01600.x
Conflict exists in every organization as a result of incompatible needs, goals, and objectives of two people while aligning to the overall business requirements. Though disagreement is linked with negative impact, the approach has healthy considerations (Leung, 2008). For instance, some conflicts create an avenue for the exchange of ideas and creativity to meet the set organizational purposes. However, damaging disagreement in organizations results in employee dissatisfaction, turnover, and poor services and reduced productivity. The paper establishes different types of interpersonal conflict and key resolution strategies used to address the problem. Human resource managers need to have the capacity to identify different levels of conflicts and the best methods to negate them.