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Conflict Resolution

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Conflict Resolution Many people enjoy working or participating in a group or team, but when a group of people work together chances are that conflicts will occur. Hazleton describes conflict as the discrepancy between what is the perceived reality and what is seen as ideal (2007). “We enter into conflicts reluctantly, cautiously, angrily, nervously, confidently- and emerge from them battered, exhausted, sad, satisfied, triumphant. And still many of us underestimate or overlook the merits of conflict- the opportunity conflict offers every time it occurs” (Schilling, nd.). Conflict does not have to lead to a hostile environment or to broken relationships. Conflict if resolved effectively can lead to a positive experience for everyone involved. First, there must be an understanding of the reasons why conflicts occur. The conflict must be approached with an open mind. Using specific strategies can lead to a successful resolution for all parties involved. The Thomas-Kilmann Conflict Mode Instrument states “there are five general approaches to dealing with conflict. The five approaches are avoidance, accommodation, competition, compromise, and collaboration. Conflict resolution is situational and no one approach provides the best or right approach for all circumstances” (Thomas, 2000). Why Conflicts Occur Conflict can occur anywhere from the around the water cooler or in the meeting on how the team will reach their goal. Many things a day can lead to a small or large conflict. It is important to remember that conflict is a natural part of life and everyone will experience conflict at some time when participating on a team. Opinions and Beliefs Everyone brings his or her opinions and beliefs to a group setting. Each ... ... middle of paper ... ...ll is choosing and executing the strategy that best fits the situation” (Williams, nd.). References Culbertson,H. (2000). Conflict management strategies and styles. Retrieved November 14, 2007, from http://home.snu.edu. Hazleton, M. (2002). Conflict Resolution. Retrieved November 15, 2007, from http://www.projectmechanics.com Merriam-Webster’s online dictionary (2005). Springfield, MA: Merriam-Webster. Retrieved November 10, 2007, from http://Merriam-Webster.com Shilling, D.(n.d). Into the fray: Strategies for managing everyday conflict. Retrieved November 14, 2007, from http://Womens media.com Thomas, K.W. (2002). Introduction to conflict management: Improving performance using the TKI. Palo Alto, CA:CPP, Inc. Williams, S. (n.d.). Conflict management-style and strategy. Retrieved November 14, 2007, from http://www.wright.edu.

In this essay, the author

  • Explains hazleton's definition of conflict as the discrepancy between perceived reality and what is seen as ideal.
  • Explains that conflict can occur anywhere from the water cooler or in the meeting on how the team will reach their goal. everyone will experience conflict at some time when participating on a team.
  • Explains that everyone brings their opinions and beliefs to a group setting. this includes their view on other people, race, politics, religion, cultural and gender differences.
  • Explains that people don't always adjust well to change and that the five models set out in the thomas-kilmann conflict mode instrument set the standards for resolving the conflict.
  • Defines avoidance as an act or practice of avoiding or withdrawing from something. it may not be the answer if the conflict directly affects the team.
  • Explains that accommodation is defined as "providing what is needed or desired for convenience" when one team member doesn't feel strongly toward his or her opinion of the conflict, realizes they are wrong, or when what the parties have in common is more important than their differences.
  • Defines competition as the effort of two or more parties acting independently to secure the business of a third party by offering the most favorable terms.
  • Defines compromise as a settlement of differences by arbitration or by mutual concessions. in some instances compromise may be the best solution.
  • Defines collaboration as "to work jointly with others or together especially in an intellectual endeavor." in a perfect world collaboration would be the most used strategy in dispute resolution.
  • Explains that whenever groups work together, a conflict may arise. it can be solved with avoidance, accommodation, competition, compromise, or collaboration. the team's goal and best interest are what must be reached.
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    • Analyzes how laura stacks author of conflict in the workplace compares conflict to pain. she argues that pain and conflict have one thing in common; no one likes either.
    • Explains that conflict is defined in almost every definition as being a disagreement, contradictory, at variance, or in opposition. porter-o'grady argues that conflicts are normal and to be expected.
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    • Explains that conflict arises in any workplace, especially in healthcare and the nursing field. it is a mental struggle resulting from incompatible needs, drives, wishes, or external or internal demands.
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    • Explains that teams are made up of individuals from an organization brought together to solve a problem. however, this diversity of resources and ideas can cause conflict within the team.
    • Explains that most conflict occurs in the "storming" stage of team development. boulding defines conflict as "a situation of competition in which the parties are aware of the incompatibility of potential future positions."
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    • Explains that if managed poorly, conflict can be destructive to the team. a-type conflict is the result of a team member's personal feeling about another member rather than an issue.
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    • Explains the 4rs method, which consists of four steps: reason, reactions, results, and resolution.
    • Explains wisinski's a-e-i-o-u model for understanding conflict. the first step assumes that each member believes the other members are willing to work together for a common purpose.
    • Explains the five general approaches to dealing with conflict: avoidance, accommodation, competition, compromise, and collaboration.
    • Opines that conflict is a necessary evil to any successful team, and that effective conflict resolution involves learning to disagree over issues and situations and coming up with solutions that benefit the entire team.
    • Cites amason, a c, hochwarter, w a, thompson, k r, & harrison. conflict: an important dimension in successful management teams.
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  • Conflict Resolution In The Workplace
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    Look up the word conflict in the dictionary and you will see several negative responses. Descriptions such as: to come into collision or disagreement; be at variance or in opposition; clash; to contend; do battle; controversy; quarrel; antagonism or opposition between interests or principles Random House (1975). With the negative reputation associated with this word, no wonder people tend to shy away when they start to enter into the area of conflict. D. Jordan (1996) suggests that there are two types of conflict: good, which is defined as cognitive conflict (C-type conflict) and, detrimental, defined as affective conflict (A-type conflict). The C-type conflict allows for creativity, to pull together a group of people with different opinions or ideas, to combine and brain storm all thoughts to develop the best solution for the problem. The A-type conflict is the negative form when you have animosity, hostility, un-resolveable differences, and egos to deal with. The list citing negative conflicts could go on forever. We will be investigating these types of conflicts, what managers can do to recognize conflict early, and what strategies they can use to resolve conflicts once they have advanced.

    In this essay, the author

    • Explains that people shy away from conflict because of the negative reputation associated with it. d. jordan (1996) suggests that there are two types of conflict: good and detrimental.
    • Explains that conflict manifests when a group people with different personal beliefs such as religion and politics mix. individual goals can be included with needs and wants as another cause of conflict.
    • Explains that you are less likely to have wrongful dismissal claims of human rights or other complaints.
    • Opines that communication, the ability to listen and understanding are key factors in developing the skills needed to resolve conflict.
    • Opines that listening as hard as you talk puts a higher premium on understanding others than being understood.
    • Recommends generating ideas, issues, aspects, and alternatives first and making sure everyone understands each other before trying to find a solution.
    • Analyzes how the lack of conflict resolution in a business environment creates an atmosphere of anger, resentment, distrust, animosity, and reduced productivity.
    • Opines that conflict resolution tools will help any professional succeed in their professional and personal life.
    • Explains that recognizing and understanding what causes conflict in the business environment is the key to fast resolution of the issue.
    • Opines that the ibew and management in their group have been a positive one. they believe that this is the perfect example of good conflict resolution in the workplace.
    • Explains that conflict resolution skills are crucial to being an effective manager, as they resolve disagreements, arguing and lack of production due to bad morale within the environment.
    • Explains that dudley weeks' eight essential steps to conflict resolution provide a road map in which to guide you. the first suggested step is to create an effective atmosphere.
    • Explains that shared positive power constructs the process and moves it toward effective conflict resolution.
    • Explains that third party help, such as mediators or arbitrators, is available if all else fails. mediation, facilitation and arbitration are interest-based processes.
    • Cites donoho, ron, jordan, lundine, susan, and morrow bernardi.
    • Explains sreenivas, i., and weeks. the eight essential steps to conflict resolution: preserving relationships at work, at home and in the community.
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