I also believe if given an opportunity most people will be able to see the good in others and forge a relationship of some sort. Conerly (2004), further states two things attribute to the way conflict is managed. One is the importance of meeting your own goals and the other is the importance you attribute to relationships and wanting to get along with others. Conflicts arise when people’s interest, values, actions, views or expectation come into contact and there is a difference of opinion and thus a disagreement (Conerly, 2004). The way people view the conflict will determine whether the resolution will negative or positive consequences.
Trust brings about originality, group effort, resourceful thoughts and productivity and not protecting themselves and interests, rather helping the group to attain a set goal. Trust is vital due to the fact that it is the most significant interpreter of individuals' pleasure with their organization or
3. Put decisions to the group. The participants own the meeting. Let them set the agenda before the meeting, or at least add to it when you begin. If decisions need to be made about the process (whether to end a discussion that’s going too long, for example) then ask that question to the group.
Secondly, emotional stability is important because it can define the mood of the people about change and a leader should avoid breaking an employee’s emotional spirit. Effective leaders who can act as systems for change also need to step up and lead the change processes themselves. Confident leaders make their followers believe that they can make successful systems for change. Lastly, a change effective leader needs to be is open and tolerant of taking risks. This kind of leader should be open to different views and should be ready to go the extra step to achieve change and help motivate their employees.
Then again, not all work environments allow people's problem-solving strategies to flourish. The conflict resolution style of smoothing becomes incorporated when workers are heavily concerned with maintaining their job. For this reason, it is beneficial to acknowledge and accept various points of view to move towards a consensus. However, it is a temporary fix for a problem that will eventually resurface to respond or push back against conflicting parties. Being a smoother usually strives to avoid conflict when an issue is not as important as the relationship.
Defining the problem and clarifying the issues means that both parties can reach a resolution in harmony. When the issues are clarified in a thorough manner, this can lead to good communication and efficiency in the workplace. Another method to combat miscommunication is practice active listening. The ability of active listening includes paying attention to what another person is saying and repeating back what you heard. It is important to concentrate on the conversation and avoid distractions so there are no
With empowering others, leaders build a foundation of collaborative thinking and encourage an atmosphere of personal involvement; a leader can strengthen the respect and loyalty of his or her followers. Leaders can affect this process by applying their own personal characteristics, such as individual beliefs and values, natural abilities, knowledge, and skills. The character traits of leadership begin with the authenticity of the leader who wants to inspire or motivate others to follow him or her. Without trust, a leader cannot be successful in influencing others to follow. Therefore, good leaders should know who they are and have a clear understanding of their own strengths and weaknesses.
(Wilmot & Hocker, 2011 p.144) advises that developing a repertoire of diverse styles and tactics may require some stretching of one’s comfort zone. Conflict communications skills Effective conflict resolution with respect to communication can be achieved through conscious awareness of how you listen, summarize, question and interact with people. to begin I respect everyone that I come in contact with and during a conflict resolution session this is somewhat challenging, but when you are in a dispute you could actually dislike the other person. It is important to threat that other person with some respect if within yourself that person does not deserve it. This approach softens the time that I am engaged with the person, and knowing that the issue at hand could possibly affect more than just who is in the room is all the more reason to be mindful of how I treat that person.
As a professional in a helping role, I know the value of Rogers’s Theory as it applies to helping individuals make changes in their lives. Individuals know themselves best, and if they are seeking help, it is very important for the helper to get to know that person. The process of sharing or exchanging information, however, is only successful if the client feels comfortable enough to reveal intimate details about themselves. The helper facilitates that process by being present, attentive, empathetic, genuinely interested, and non-judgmental. People need to feel safe in order to reveal sensitive information, and it is the helper’s role to create such an environment that will promote exploration and ultimately an increased sense of health.
You just have to make sure you are familiar with you supervisor’s preferences. “Know how to develop procedures for a business meeting; have a checklist designated for each part of the meeting actives, make sure they fall into the before, during, and after concurrences; classify the structure and procedures used in team meetings; have knowledge of what electronic meeting are and what types are available with your company; also make sure the meeting stay ethical and does not stray to offend a particle individual; and determine all responsibilities required to plan an international meeting.”(493) Works Cited Burton, S., & Shelton, N. (2011). 12. Office Procedures for the 21st Century (8th ed., pp. 461-493).