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    7 views6 pages

    Conlict Management Strategies

    Uploaded by

    Prashasti

    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
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    of 6
    ‘ 226 1] Understanding and Working in Tears gurtogenasl ntey What Is Conflict? thin or between individuals or groups that lead to opposition or antagonistic interac: tee Spp oe tzagion. Inis the siruggle between incompatible and opposing Tees, wishes, ideas, interes, tie other person is interfering with our ability to anala x certain abjective. I begins when To lake, an idea we want (0 pursue, or a belief we hold. Conthicts may invotve+adividual reTesual, = Tecause human beings are unique —possessing a variety of physical, ‘onal, sconoinis. ae SOuaT ciferences—conit is inevitable Confit is a fact of ie in organizations, Each organization’s composed of people and each person has a st of goals that is likely tobe distinct from the goals of others in the organization, When individuals with different interests compete forthe same resource pool, dissension is sure to follow.' That tension can be dealt with construc- tively, ina way that stimulates creativity and positive change. In fact, lack of eretive tension sometimes reflets an “I don't care” aude that can lead to stagnation on the job. Effective managers are not afraid of confict, They have been trained to deal with conflict and have trained their employees to deal with contict constructively. They accept that confits must he faced and strive to find constrictive means to manage them, Effective managers are those who are selective as to which conflicts they choose to pursue, Sometimes the best course of action in dificult situation i to take “the path of least resistance"—to be silent! Is Conflict Normal? Society's view of conflict and conflict management has evolved substantially over the last century. These views can be summarized in three perspectives on managing conflict: 1. Traditional View—This view was predominant in the early 20th century when it ‘was believed that contlict was always bad and should be avoided at all costs. This perspective posited that confict was a result of dysfunctional managerial behavior and therefore should and could be stopped at the source. Presumably, i the dysfunctional behavior was stopped (i, the manager is fired), the conflict would cease to exist. 2. Human Relations View-This was the overriding perspective forthe three decades spanning 1940 through 1970. In this view, conflict was viewed as a natural and inevitable part of human existence and was accepted as a normal part of group interaction and relationships. Sometimes the conflict was functional, other times dysfunctional, but it was always present. 3. Integrationist View—The contemporary view holds that not only is conflict inevitable, but maintaining a degree of tension can actually be helpful in keeping a ‘group energized and creative. In ths view, conflct is seen as a postive force for ‘change within organizations, groups, and relationships. The challenge is finding constructive means for managing conflict while still maintaining some differences that energize a group toward continued discussion and innovation. Although managerial mistakes do sometimes cause unnecessary and even unhealthy conflict, its important to diseard the traditional notion that conflict automatically means ‘one performs ineffectively, Conflict is a certainty for any manager, or any person, for that ‘matter, The best managers recognize this and Ieaen how to manage conflict in such a way that it has positive and fair outcomes forall involved.” formance or ability o atain goals or objectives, Conflicts destructive-uhoniriea=Ta Sites uo ake ation and Toss of esteem or purposs® Conic is THT Managing Coto Why Is Conflict Management Important? Conflict is a normal part of life. Every organization, family, relationship, and community has conflicts of ideas, values, thought, and actions, Conflict isa given, What isn’t given is hhow)ve'choose to react to contlict As Marcus Aurelius says in Meditations If you are distressed by anything external, the pain is not due to the thing itself, but to your own estimate of it; and this you have the power to revoke at any moment We can successfully face and resolve conflicts if we take a few steps: recognize that ‘conflicts are normal and inevitable; train ourselves not to overreact when conflicts arise, and have a stritegy to use when conflicts—some of which are predictable—arise ‘Conflict can be either positive or negative, The gutcomes of conflict depend on how _ the conflict is managed or esolved. Positive confit is functional and supports or bene= fits the organization or person's main objectives.® Conflict is constructive when 1 Téads 10 betier decisions, creativity and innovative solutions to Tong-standing problems. Conflict is Hewed as positive when it results in the following: © Increased involvemens—Onganizational members have the opportunity to develop goals share ideas, and voice opinions. gaining greater insight into others and situations, © Increased cohesion—Members build strong bonds from learning how to resolve dif ferences; “i we can survive this, we must have a true relationship” embodies this ben: efit of conflict In some cases conflict initially reduces cohesion that eaa in turn reduce the likelihood of “group think” occurring. In this case conilict is positive. © Increased innovation and creativity Members are encouraged to “put their ideas on the table”: this can lead to more diseoveries, improvements, and creative solutions, “Two hheads are truly better than one” when conflict brings about synergy instead of chaos. © Positive personal growth and change—Individuals learn their strengths and weaknesses ‘conflict of ideas challenges individuals to lear and grow by expressing their idees and thoughts through self-disclosure and sharing of important concepts with others © Clarification of key issues—Through discussion, members reduce ambiguity and focus energy on the real sources of eonilict, then work together to target remaining issues that need to be addressed. Values clarficarion—Members clarify who they are and what they stand for, under- stand who the other party is and what his or her values are, and learn when to subl mate personal interests to the larger needs of the group or organization, Negative conflict is dysfunctional and hinders the onanization’s or the person's per—_ Viewed negative when these problems resul aise pesfoelcy incluting anne Whee 1 coals fy unresplyed or elfen: Tsly esoled closes whose concer hive not bon adesed apoprately tend to become frustrated, anxious, irritated, and even angry.” These emotions make it

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