In the workplace, disagreement or arguments may arise due to several reasons. This can further result into a state of antagonism or opposition, resentment, avoidance, verbal assaults, and inability to work together. Such may arise due to personality clashes, differences in style, differences in leadership, interdependence conflicts and differences in the background or gender. With reference to the conflict between Norm and Norma, disagreement arose due to differences in styles. This is because Norma was after quick result from the initiated project while Norm believed he could work from home and still meet the expected standard. However, Norma expected full commitment from all the staff under her. For good working relations, conflicts should always be resolved and hence improve good working relationship among the employees both the juniors and seniors. Professionally, conflicts can be solved via two models; circle of conflict and triangle of satisfaction (Susan Holton, 1998).
Considering the conflict between Norm and Norma with reference to the circle of conflict, it is evident that the conflict arose due to external moods and values. The most contributing conflict driver was external moods. Norm had complaints from his wife due to him getting home late and not devoting his time to their marriage. It forced Norm to request his boss, Norma to make his work schedule flexible so as to enable him work from home at a time. Due to need of results by Norma she could not allow Norm to commute from home as she considered him one of her best performing staff hence needed his full input so as to achieve the newly initiated project (West Brooks Stevens, 2009).
Another contributor to the conflict was values; both Norm and Norma had value ...
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...an be harmonized. The needs such as psychological and emotional may be difficult for a manager to impact. The two models can be useful in conflict resolution in an organization by managers. This is because they address the approaches used by boundary, dynamics of trust, dimensions, social style, moving beyond and interest/rights/power models (Susan Holton, 1998).
Australian Institute of Aboriginal, (2004). The Satisfaction Triangle. Retrieved from:
Susan Holton, (1998). Academic Mortar to Mend the Cracks: The Holton Model for Conflict
Management. Retrieved from: http://www2.acenet.edu/resources/chairs/docs/Holton.pdf
West Brooks Stevens, (2009). Conflict Resolution. Retrieved from:
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.
Conflict can be perceived in different ways of positively communicating about a topic or negatively, but one thing that can’t argued is that conflict occurs in everyday life and there’s no way of escaping it. One form of conflict that occurs frequently due to constant interaction is in the workplace. Many people see workplace conflicts as just disputes between coworkers, when there are many forms of personal conflicts between those coworkers and bosses such as
Conflicts situation can happen at any time. There are many different ways to handle conflict situations. To strengthen our skills in responding to conflicts situation we must understand the various conflict management style. The five styles of conflict management style include: Competing, Avoiding, Accommodating, Collaborating, and Compromising. The competing style is like a shark, a competitive approach to ensure only your views counts. Avoiding is like a turtle, avoiding every situation and giving up. Accommodating is like a teddy bear, working against your own goals to move forward. Collaborating is like an owl, working together with your partner to achieve both your goals. Compromising is like a fox, negotiating half your goals in order
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.
Although there is a plethora of possible sources of conflict in any workplace, the ones in this case are rather explicit. These include personal differences, Informal deficiencies’, role incompatibility, environment stress, perceptions, and expectations. Personal differences could be related to personal values, physiognomies, family bonds or ties, and material belongings.
To begin, it’s in our nature and being, to face conflicts in our lives. We have all faced challenges at least once in our lifetime; this is what makes us human. There are many varieties of conflicts such as an inner-conflict, conflict between oneself and nature, God and oneself, man versus man, and social conflict. The book [“Constructive Conflicts”] by Louis Kriesberg and Bruce Dayton, defines: “Social conflicts occur when two or more persons or groups manifest the belief that they have incompatible objectives” [pg. 1-25]. In this paper, I will analyze strategies for solving a social conflict (Man vs. Workforce). This conflict takes place at Nordstrom Rack; at which, I started working three months ago. Myself and many other employees are conflicted about the way the store manager treats the employees. The conflict discussed is the presumption of my managers lack affiliation and appreciation towards the employees, in our role of purpose
Interpersonal conflict is very common with many relationships. It occurs when two people can not meet in the middle or agree on a discussion. Cooperation is key to maintaining a healthy debate. More frequently; when dealing with members of your own family, issues arise that include conflict and resolution. During this process our true conflict management style appears “out of thin air”. (Steve A. Beebe, 2008, p. 191).
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).
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.
Conflicts transpire as the team develops and moves through the different stages listed in section 3.0. Additionally, conflicts could also arise from lack of leadership that leads to unclear and conflicting goals. The lack of communication from the leader would result in uncertainty to the contribution and commitment of each individual (The University of Melbourne, 2013). This conflict can be resolved by regularly reviewing the work and improving the communication between each individual (Johnson, 2015). Another large conflict that arises is the unfair distribution of work to each person. Whilst it is important for each individual to adapt to every Belbin role that is needed, one must not receive more or less work. The unequal distribution could lead to resentment, inefficiency and the unfairness of a member not contributing but still receiving the marks. All these conflicts can be resolved promptly before it hinder on the work quality. The team should identify the causes of conflict, state their effect on the team and negotiate a solution that suits all. Most importantly, the team should communicate regularly and be proactive about any situations (The University of Melbourne,
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.
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).
Rahim (2002) differentiated person’s perception towards handling a conflict into two: “concern for self and concern for others” (p. 216). Further, the study explored two types of conflicts and observed that most conflicts arise during the decision-making process. Dysfunctional conflict, which hinders team performance and interpersonal relations due to individual’s self-interest in implementing particular decision. Functional conflict serves organization purpose with employees involved in the conflict regarding which proposal to implement (Rahim, 2011).