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Conflict management theory
Assignment on conflict resolution
What are the effects of conflict on individuals and the team performance
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The Value of Conflict
The word conflict stirs up thoughts of anger, friction, mistrust, frustration, and hostility. Rarely does anyone think of conflict as a tool for deeper thinking, better results, and communication that is more dynamic. When unmanaged, team conflict can destroy cohesiveness, but teams that use conflict resolution strategies can turn their conflict into an asset. Managed conflict can promote an exchange of ideas to generate well-thought-out results, encourage team members to think outside of their own ideas, and develop deeper understanding.
Sal Capobianco, Mark Davis, and Linda Kraus attempt to dispel the myth that all conflict is bad in their article "Good conflict, bad conflict: How to have one without the other" (2004 a). In the article, they state that "some kinds of conflict result[ing] from organizational growth and change
can be simply the result of new ideas being generated and debated; this kind of conflict can be invigorating, and even vitally important for the organization" (Capobianco et al, 2004, 3). The authors confirm that conflict can be a robust exchange of ideas that can breathe life into an organization or team. However, the line between productive, healthy conflict and destructive, unhealthy conflict is a thin one. Only focused conflict management strategies can keep the team on a path to success. Capobianco, Davis, and Kraus remind teams "the ultimate goal is to shape and guide conflict so as to minimize its hurtful and destructive forms, and to encourage its more positive constructive forms." (Capobianco et al, 2004, 3)
Many articles and journals contain volumes of conflict resolution techniques. Essentially, most of them boil down to five basic approaches. These five approaches are described in an article by Glenn Starks, called "Managing Conflict in Public Organizations" (2007): collaborating, compromising, accommodating, competing, and avoiding. Each of the approaches carries pros and cons. However, the only conflict management approach that truly is set to foster an exchange of ideas and work toward the best result is collaboration.
While compromising comes in as a close second to collaboration, its premise is to agree on meeting in the middle. Claire White and Greta Thornbory also write about the five approaches to conflict management in their article, "How to
manage conflict and confrontation" (2007). In the article, they describe collaboration as a "lose-lose strategy, and the issue may need to be addressed again later" (White and Thornbory, 2007, 10).
The other three approaches do not foster deep thinking and do not encourage teams to exercise alternative thinking or develop a deeper understanding of the issues.
According to Robin (2002), there are five conflict resolution styles: confront compromise, collaborate, accommodate, and avoid. Identify the preference(s) you most often use from these resolution styles. Think about times you have interacted with styles other than your own. Once the differences between these styles are identified, they can be managed, and the appropriateness of when to use them can be determined.
I think the number one cost of the American civil war was social because first off there was a lot of people dying in the war, over 600,000 Americans died in the civil war. The second cost of the American Civil war is political because the North and the South were divided. The south did not want to abolish slavery but the north did. There were two nations: Union and Liberty, and Union and Slavery. Abraham Lincoln who was running for president during the war wanted to end slavery but there was always disagreements. The third cost of the American Civil war is economic because it affected everyone and their life. The economy was bad because of the war will make reconstruction
“We all fight on two fronts, the one facing the enemy, the other facing what we do to the enemy” (Boyden 199).
Conflict Resolution: Understand to Achieve. Whenever people unite to work as a team for anything more than a brief duration, some conflict is normal, and should be expected (Engleberg, Wynn & Schutter, 2003). Because of the inevitability of conflict, being able to recognize, address, and ultimately resolve it is vitally important, since unresolved conflict may have undesirable effects, including reduced morale, or increased turnover (De Janasz, Dowd & Schneider, 2001). Just as conflicts within team environments vary, so do methods for resolving them.
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.
Conflict is a difference in opinion. The leader must devise ways of dealing with conflict in the team. The focus is to promote a healthy discussion that does not lead to division in the team . The team members come from different department and thus may have differing opinion on tackling the problem. The leader should be able to reconcile the different opinions into one strategy. In such cases, the negotiation skill becomes vital (Harrison, 1971). The leader must negotiate with the team member to strike a balance on the decision. Furthermore, the decision made by the team must be presented to the management and approved. The leader must convince the management that the proposal is viable, and its implementation will be beneficial to the organisation. The ability of the leader to negotiate for resources will enhance the success of the
Conflict theory is a perspective derived from the work of Karl Marx, who believe that society is a dynamic entity and it is constantly undergoing changes driven by class conflict, who holds different interests, ideas and values, for competing scare resources and aiming to maximize their own-benefits. According to the founder of conflict theory, Karl Marx, society are divided into two category: the have and the do not have, the latter is dominated by the former ones who are those people with power in hands and with the greatest political, economic and social resources. Conflict theory assumes that society makes the norms to serve the interests of the powerful.
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.
For a team to be successful there are several factors that have to be addressed in order for a fluent, functioning group of individuals combined to achieve a certain goal. This goal can be a variety of different endings from producing minor results to making decisions that create a major impact on a large scale. Within a team environment conflict is always presence. Conflict is essential to the advancement of teams and must be managed in a proper way to avoid destruction and division amongst the group of individuals. From sports, to education, and the workplace teamwork is present in everyday life. As a human race we all work in different team oriented situations in order to accomplish a variety of tasks.
The Norming stage is where conflict is identified and dealt with, and resolution strategies are implemented. Effective Conflict Resolution Strategies There are several effective conflict resolution strategies that can be used to resolve conflicts within a team. One such strategy is to identify the source of the conflict and address it directly. Another strategy is to encourage open communication and active listening among team members. Additionally, compromise and negotiation can be used to find a mutually beneficial solution to the conflict.
Conflict management- Any problems or conflict that may arise needs to be dealt with appropriately and effectively to ensure a positive work environment, this can be done in many ways. The main way conflict can be resolved is by have a civilised discussion with all parties and a manager to arrange the most appropriate and fair solution. Making sure all parties are professional and non discriminative at all times.
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.
Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. . Journal Of Organizational Behavior, 13(3), 265-274.
Conflict is a basic aspect of teamwork (Levi, 2001), since the number of decisions that a team needs to make often evokes feelings of discomfort and stress. Conflict very often arises from a clash of different working style, ideas, interests, needs, and wants. Team conflicts can be due to high stress level. It has been experienced that in teamwork there can be conflicts and conflicts creates dissatisfaction among the employees. It is important that conflicts be addressed in such a way that it has adverse effect and it is very important to address the conflicts on the spot otherwise it would be difficult to handle the conflicts. (Jehn, 1995).When team member s disagree about the task themselves that how these tasks should be performed then task related conflicts occurs. It is also called task led-conflicts, it occurs when persons disagree over the understanding of tasks and their goals it is a disagreement between two team members in a group over the decisions. They have differences of opinions about a certain issue. (Stewart, Sims & Manz, 1999). Disagreement can be caused by differences in viewpoint and values, differences of opinion about tasks and differences in expectation about the impact of decisions (Levi, 2001).
This makes is challenging to develop creative alternates to solutions and meet participate objectives.