Conflict Management
Conflict can be simply defined as a clash of different points of view, opinions, or values on opposing positions of two or more individuals on the same subjects. This definition would have us believe that conflict is always rooted in preferences rather than actual facts, substantive issues, or even truth; more times than not, conflict happens to be substantive rather then preferential. For instance, a farmer needs the river to flow through his land in order to water his crops. But the county may need to dam up the river to create an adequate supply of drinking water. Each position is based on genuine needs. However, the conflict is unavoidable since the two positions are irreconcilable. Another scenario, this pertaining to preferential conflict, is when two parties are at odds with one another about the last time they had an argument or when two parties approximately arrive at a restaurant at the same time and wish to sit at the same table. Both situations are based on the individual(s) own opinion, neither right or wrong simply a point of view. So while conflict may be the result of different points of view or opinion, it may also be caused by legitimate differences in the needs of two or m
The same two arguing employees, X and Y, approach their boss for his opinion on the problem. Recent studies show that the right amount of conflict maximizes organizational performance. Through conflict management, they innovated to constitute a fresh agreement that would suit both their needs along with turbulence in the environment. Compromise, this is probably the most widely used technique that provides all parties some sort of benefit. The next level involves conflicts between individuals (Inter-individual conflicts) that occur because of communication gaps and differences in opinion. This results in the development of new relationships among people from different departments and is a sure fire way of preventing groupthink. Low-tension levels signify insufficient motivation within the group. The best way to resolve these conflicts involves setting up work teams within the troubled zones, whereby grievances are openly aired and defensive routines are avoided. Consensus, this requires conflicting parties to work together to find the best solution to their problem. Management can drastically change the existing power structure and attitudes. Additionally, Conflicts improve group and organizational effectiveness by encouraging innovation through diversity of opinion and through the creation of a more constructive level of tension. They usually occur with newer employees who are not familiar with the norms of the organization. Conflicts usually spring from the following sources within an organization. Organization restructuring is another possibility.
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