Dealing With Conflict At The Workplace

Table of contents

1.CONFLICT DESCRIPTION 3

2. TECHNIQUES FOR AVOIDING AND/OR RESOLVING CONFLICT

2.1. REACHING CONSENSUS THROUGH COLLABORATION

2.2. IMPROVING COMMUNICATION SKILLS

2.3. CONFLICT MANAGEMENT STYLES

2.4. THE PROBLEM SOLVING APPROACH

2.5. FIVE STYLES OF DEALING WITH CONFLICTS

3. CONCLUSIONS

4. REFERENCES

1.Conflict description

On a general basis, conflict occurs when individuals or groups are not obtaining what they need or want and are seeking their own self-interest. Sometimes, the individual is not aware of the need and unconsciously starts to act out. Other times, the individual is very aware of what he or she wants and actively works at achieving the goal.

Social studies reveal the following characteristics of conflict as a social phenomenon:

• Conflict is inevitable;

• Conflict develops because it has to do with people's lives, jobs, children, pride, self-concept, ego and sense of mission or purpose;

• Early indicators of conflict can be recognized;

• There are strategies for resolution that are available and are effective;

• Although inevitable, conflict can be minimized, diverted and/or resolved.

Usually a conflict situation arises due to poor communication, people seeking power, dissatisfaction with management style, weak leadership, and lack of openness or a change in leadership.

Among the conflict indicators, the most likely to be observed are:

• individuals’ body language;

• disagreements, regardless of issue;

• withholding bad news;

• surprises;

• strong public statements;

• airing disagreements through media;

• conflicts in value system;

• desire for power; increasing lack of respect;

• open disagreement;

• lack of candor on budget problems;

• or other sensitive issues:

• lack of clear goals or no discussion of progress;

• failure relative to goals;

• failure to evaluate the superintendent fairly, thoroughly or at all.

Conflict can prove to be destructive when it takes attention away from other important activities, diminishing labor productivity. In a work place, conflict can undermine morale or self-concept, it can reduce the cooperation among peers, increase or sharpen the differences among them and, eventually, it can lead to irresponsible and harmful behavior, such as fighting, name-calling.

But, as it turns out, conflict can also be considered constructive in some particular situations because it can result in clarification of important problems and issues, it can help find solutions to the above mentioned problems, while involving people and forcing them to work together to solve them. This causes authentic communication and helps release emotion, anxiety. And eventually, it helps people develop understanding and skills.

2. Techniques for avoiding and/or resolving conflict

Since conflict might become a source of inefficiency, companies have tried to identify ways to avoid or solve conflict.

The first one is also the most cautious one. It is simple, it involves meeting conflicts head on, before they become a real source of distress. This can be achieved through setting clear goals and communicating them among the company. It is recommended to be honest about concerns and to agree to disagree, in other words acknowledge that healthy disagreement would build better decisions. The saying “two heads are better than one and more heads are better than two” supports the idea that individual ego has to not be a part of the management style and teams should be let to create. In order for the synergy among team members to be efficient, the differences should be discussed openly and the importance of following the established company policy should be continually stressed.

Communication should be honest and it should provide more data and information than is needed. A sound management system would improve the working environment, diminish conflict and increase the company’s efficiency.

2.1. Reaching Consensus through Collaboration

Groups often collaborate closely in order to reach consensus or agreement. The ability to use collaboration requires the recognition of and respect for everyone's ideas, opinions, and suggestions. Consensus requires that each participant must agree on the point being discussed before it becomes a part of the decision. Not every point will meet with everyone's complete approval. Unanimity is not the goal. The goal is to have individuals accept a point of view based on logic. When individuals can understand and accept the logic of a differing point of view, you must assume you have reached consensus.

Follow these guidelines for reaching consensus:

• Avoid arguing over individual ranking or position. Present a position as logically as possible.

• Avoid "win-lose" statements.

• Discard the notion that someone must win.

• Avoid changing of minds only in order to avoid conflict and to achieve harmony.

• Avoid majority voting, averaging, bargaining, or coin flipping. These do not lead to consensus.

• Treat differences