Conflict Management within an Organization - Executive Summary
This report provides an analysis and evaluation of conflict management within an organization and how it relates to interpersonal communication. Conflicts are inevitable, whether they are big or small. Conflict can result from a variety of sources. Conflicts may occur between supervisors, co-workers, or between employees and customers. Organizations can either see conflict as a negative, and suppress it or as a positive learning experience to influence change. Critical Assessment Conflict can be caused by a number of factors including: opposing positions, competitive tensions, power struggles, ego, pride, jealousy, performance discrepancies, and compensation. Mike Myatt of Forbes states, “The root of most conflict is either born out of poor communication or the inability to control one’s emotions.” In the modern workplace there are two main causes of conflict; communication and emotions. Many conflicts result from the lack of or poor information. When communication between management and employees is not the best that it can be or if it is misinterpreted, this could cause a conflict. If one person is told one thing and then another is told the complete opposite then this will no doubt cause conflict when executing the request. This is a form of intragroup or intradepartment conflict, which is a conflict between members of the same group in an organization (Conflict in the Workplace 6.1) Allowing ones emotions to influence a conflict and effect rational decision making can have a huge impact on a situation. It is easy to let your emotions overpower your thinking but this will undoubtedly effect your future and your reputation. Advice for Best Practices
Open communication within an organization is crucial. Clear, concise, accurate, and timely communication of information will help to ease the severity of conflicts. While we hope that most people will address conflict in a positive manner there are also several ways in which conflict can be addressed that can be perceived in a negative manner. Each person has his or her own style, which has its own outcome. Thomas-Kilmann’s Conflict Mode Instrument explains five styles of conflict:
Competing - A person who practices the competing style of conflict will be uncooperative and pay no mind to the other person. The person will take a power stance to win an argument even if he is incorrect.
Accommodating - At the opposite end of the spectrum is the accommodating style where the person is completely unassertive and will agree with the other person at the expense of his own opinions or concerns.
Avoiding - The avoidance style of conflict management is when a person chooses to avoid the conflict and either postpones or withdraws from the imminent situation.
Collaborating - Collaboration is the opposite of the avoidance style. A person will actively work for a solution that will be beneficial to everyone.
Compromising – Not to be confused with collaborating. This involves some assertiveness as well as cooperation. Addresses the issue head on but will find the middle ground of the conflict.
To best address conflicts Jeanne Brett, Professor of Dispute Resolution and Organizations at Kellogg Graduate School of Management, says that we should have “solid conflict management procedures in place to deal with conflicts when they arise, because they will arise.” There are four strategies to consider when addressing a conflict. When a conflict arises intervene early, but you also should consider the best time to discuss the problem. It is much easier to address a small problem than to let it snowball into something big. Statements and the needs of the situation should be prepared in advance. During the negotiation process possible solutions need to be addressed and evaluated. A follow up solution is also recommended. Focus on the problem and not the people. Placing blame on someone is not going to help resolve the situation but possibly creating even more conflict. Focus on the big picture instead of small factors that created the problem. Conclusion The ability to recognize conflict, understand the conflict, and to be able to resolve the conflict is imperative to the success of interpersonal relationships within an organization. The inability to communicate and resolve the issues can result in the failure of leadership. It is important to understand the correct way to address the conflict at hand that would be most beneficial to the situation. References: Progress, W. I. (2015, June 04). How To Manage Conflict. Retrieved June 02, 2017, from https://www.forbes.com/sites/work-in-progress/2015/06/04/how-to-manage-conflict/#b00d17961478
Myatt, M. (2015, December 13). 5 Keys of Dealing with Workplace Conflict. Retrieved June 02, 2017, from https://www.forbes.com/sites/mikemyatt/2012/02/22/5-keys-to-dealing-with-workplace-conflict/#a6f414c1e95c
Types of Conflict in an Organization 6.1 Retrieved May 30, 2017 http://ple.odu.edu/courses/201630/comm351/modules/6/1/7 Photo Conflict Management Training - Managing Conflict at Work. (n.d.). Retrieved June 02, 2017, from http://www.liveandlearnconsultancy.co.uk/conflict-management-training/
