However, the conflict remained. The conflict possibly remains because the managers and leaders did not pay attention to the seriousness of the issue. In order to maintain an effective team, leaders and team members must know and be proactive in the conflict resolution techniques and procedures. Types of Conflict 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.
If an employee is critical of every decision that an organization makes, they will not willingly accept the changes. This is one of the hardest things for management to overcome. Manipulation will also cause a problem. Employees that manipulate others into seeing their point of view, or going along with them in resisting change, can cause more people to become resistant to the organization’s changes. Undermining whenever possible has the potential to ruin relationships between management and their subordinates.
However, from the organizational setting, it could be as a result of employee’s desire not to keep official matters confidential. Conflict could also arise due to failure of the employer, not honoring certain agreed bargaining. Henry (2009) indicated that if the workers’ right and prerogative is not appropriated rightly, it could cause conflict; such workers’ rights include condition of service, benefits and pay. This author further revealed that conflict actually involves people with different behaviors that appear opposite and working against each other. It is then a disagreement over any issue that arises either as a result of anger, personality misunderstanding or mistrust.
Group members where c-type conflict occurs will disagree with other member’s opinions, based on their previous experiences and expertise. C-type conflict can also be explained as the willingness to analyse and compare their differences in order to produce the best possible solution. A-type conflict is a disagreement that focuses on the person or personal issues rather than the idea presented. Disagreement can become rather personal and hurtful instead of professional. ‘A-type conflict often results in hostility, anger, resentment, distrust, cynicism and apathy’ (McWilliams & Williams 2014, p.86).
Conflict is essential for growth inside an organization and within relationships. In order for the strengthening of relationships, parties need to discuss differences of opinion and naturally there will be some disagreements brought forth. Through the process of working out the conflict, it will enable the receiver to see the situation from the perspective of the sender. Although when a discussion of conflicting viewpoints is brought up, it can make certain people uncomfortable and avoidant. This will likely never produce a positive result, because holding back pent-up anger will further frustrate a person.
Do you find yourself unreasonably angry or frustrated, and is this affecting your relationships? Or Is there something in your life that nags at you and cause dissatisfaction because you know you could do it or do it better? “. Next, you have to monitor your negative thinking- think about what you say to yourself when you engage in this behavior and write down all your negative thoughts (or the negative self-talk) , however silly or unrealistic they may seem. After that you should challenge yourself sabotaging thinking by asking yourself “what deeper thoughts lie behind this self-sabotaging thinking?
It is arises from interpersonal disagreements, whether the team members having different personalities or differences in views, opinions or ideas. Within a team, conflict can be helpful in coming up with decisions which will eventually allow the team to reach their objectives. However, if the degree of conflict disrupts harmony among the members, then some serious guidance from a different party will be needed for it to be
There are also certain times when compromising wouldn't be appropriate or may not work all together. Like if the initial demands of a conflict are too great, then another... ... middle of paper ... ...have (in combination with my own) to reach feasible agreements that are beneficial or at least acceptable to both parties. Conflict is part of life: it is an inevitable consequence of interacting with other people. In both our professional lives and in our personal lives we are constantly faced with statements, actions, needs, drives, wishes, demands or positions that are incompatible with or opposed to our own. Conflict can create stress, produce anxiety, adversely affect performance, decrease productivity and disrupt the work (or home) environment.
Research by Amason (1996) revealed that conflict manifests itself in a group’s decision-making processes in spite of everyone in the group sharing the same goals. Amason (1996) and later Jehn (1999) theorized the reason for this disconnect was due to each person in the group having their own unique perspectives, varying levels of knowledge, and different life experiences that created an environment ripe for the collision of values. Interpersonal conflict is viewed by a vast majority of people as dysfunctional and costly to companies because of the time and money spent on conflict resolution strategies. Furthermore, many believe conflict stifles performance, reduces group cohesion, and it ultimately hinders the process of decision-making (Gladstein, 1984). Language also ascribes negative attributes to the word conflict.
This affects the co-worker because, then the co-worker will have to change to please that person and possibly start all over, which causes stress and anger. This is called “underhanded sabotage”, where a person “purposely undermine tasks, projects, activities, deadlines or agreements. Causing harm or loss materially” (Ni). Mentioned before,