Conflict Management in the Workplace - Essay Example

Conflict Management in the Workplace Name Course Name and Code Instructor’s Name Date In the working environment, conflicts usually occur. Conflict is the misunderstanding, opposition of ideas or interests or sharp disagreements among involved parties. In a workplace, conflict is inevitable and can be seen as ‘doing business’ as usual. Therefore, conflict is a natural and normal part of a working environment. When conflicts occur in the workplace, some of the factors that can be witnessed include an increase in absenteeism, tendency of lowered morale and decreased productivity. Resolving and handling conflicts within the workplace is an important factor aiding an organisation towards achieving objectives and goals. Two responses towards conflict exists which are either to ‘battle it out’ or avoidance. In either strategy, one party often feel dissatisfied or uncomfortable with the results. Therefore, the aim of this paper is to discusses cause of conflicts within the workplace and provide strategies that can be utilised in reducing the impact of the conflict since conflict at the workplace is inevitable. Conflicts are inherent in any workplace and poor communication is one of the causative factors. Poor communication and interdependency within a workplace is the major agent that causes conflict. An environment that has open communication is the appropriate measure that can be utilised to resolve, manage and prevent conflicts (Jeong, 2009). The lack of effective communication usually drives underground conflict and contributes to hostility and misunderstanding (Deutsch, Coleman and Marcus, 2011). Effective communication in such situations is important to make the parties involved to understand the problem and formulate and implement solutions that are appreciated by the parties involved (Crocker, Hampson and Aall, 2007). Moreover, some words or expressions by other employees may be misunderstand any may cause a problem to the organisation resulting in the conflict. Different values and goals also drive conflict within the workplace (Deutsch, Coleman and Marcus, 2011). Individuals within the workplace are made up of persons who see things differently, while at the same time, goals have to be achieved. The lack of understanding and accepting these differences contributes to conflicts (Crocker, Hampson and Aall, 2007). Moreover, the workplace requires assistance and cooperation for achieving goals and therefore it increases the chances in which conflicts can occur. In an organisation, no individual can accomplish task effectively and requires input from other work mates (Jeong, 2009). When the other individual misunderstands directions, has different priorities, the person is late or there are politics within the workplace, the scenario is prone to creation of conflicts (Butler, 2009). In such scenario where interaction increases, these interactions may be an ingredient in conflict situations. This means that the more the people interact, the chances of conflict increases (Rose-Jackson, 2012). It is paramount for these organisations to understand other’s points of priorities, needs and views. Personality clashes and differing interest are factors prone to conflicts. Conflicts may occur when individuals concentrate on individual’s goals rather than the wellbeing of the organisation or organisational goals (Crocker, Hampson and Aall, 2007). An employee may feel a certain position within the organisation can be achieved through accomplish certain task and the employee may disregard policy directives and start aiming towards fulfilling the task to achieve the position. This means that there is differing interests while one individual aims to make the organisation sustainable, the other employee has identified personal aims, which contradicts the organisational goals, or teamwork goals (Jeong, 2009). Therefore, organisations aims and goals verse personal goals and aims are the major factors that contribute to conflicts. Poor performance and availability of resource usually are ingredients towards conflicts at the workplace. One of the employees within the organisation or within a group may be ineffective and inefficient in the way roles and responsibilities are accomplished (Deutsch, Coleman and Marcus, 2011). This individual may be seen as a liability to the organisation and many employees may look down at the employee (Crocker, Hampson and Aall, 2007). Such actions may contribute to conflict because it would be started by two individuals and may spread into affecting more people within the organisation. Not only is the poor performance and issue but utilisation of resources (Eunson, 2012). In most instances, employees have the feeling they have to share resources which are meagre to accomplish their duties (Deutsch, Coleman and Marcus, 2011). In an environment where resources are scare, equitable distribution and utilisation of the resource may easily contribute to worsening of a conflict (Cloke and Goldsmith, 2011). Conflicts can be controlled and also resolved. Some of the strategies that can be utilised is understanding conflicts are inherent in any organisation. Conflicts in the workplace are unavoidable and this is a factor that should be understood before trying to mitigate against conflicts. Whenever individuals are committed, engaged and fired up, there are chances of conflict occurrences (Jeong, 2009). However, occurrence of conflicts should not be taken as the end of the world rather it creates an environment in which learning can process (Collins, 2008). Therefore, workplaces and organisations that operate without conflicts do not mean they are successful but those organisations that handle conflicts constructively are better placed to succeed. It means conflicts are inevitable but it is paramount to address them in a manner that allows airing of differing views and suggestions. Views and suggestions or constructive criticism are important in solving conflicts but it is important to handle the conflict as soon possible. Postponing resolving of conflicts is a factor that can increase misunderstanding and can make tempters to flair (Crocker, Hampson and Aall, 2007). Most of the conflicts at the workplace do not occur because of what was said rather because of what was not said. In most situations, employees tend to ignore or cover the problem and pretend that the issue never occurred (Jeong, 2009). This is a common foundation in which conflicts escalate since nobody has proposed a solution to the problem. Therefore, it is important to resolve a conflict at that instance in which it occurs. These prevent future challenges and complications since it may contribute in occurring of other problems if not addressed immediately and effectively. Another important strategy to resolve the conflict is through effective communication (Crocker, Hampson and Aall, 2007). Effective communication that has messages, which are understood by both parties and presented in an acceptable manner presents occurrence of conflicts and also may also solve the problem easily (Deutsch, Coleman and Marcus, 2011). An employee may feel something was done inappropriately and if this employee asks after the issue in a friendly manner, the other employee is better placed to explain the issue. Some words and expressions may be misunderstood and this can be solved by asking the individual to expound on the words or expression. Utilising such strategy clarifies the problem easily and prevents chances of reoccurrence of the problem. Through explanation, there may be a perfectly good reason why the individual said or did what he did and thus prevents occurrence of explosive conflict. Hence, effective communication is the major component, which allows resolving of conflicts. However, scenarios exist in which the two parties cannot solve the issue but a mediator is required. Some conflicts within the workplace are so entrenched that it is impossible for the two aggrieved parties to solve issue (Druckman and Diehl, 2006). This calls upon outside intervention and usually comes in form of a mediator to assist in solving the conflict. Mediation is a strategy in which a third party who is trusted by both the parties involved in a conflict come to assist in mediating on the problem (Crocker, Hampson and Aall, 2007). The mediator can be a co-worker, a business coach, Human resource employee or even a manager (Deutsch, Coleman and Marcus, 2011). Since the third party is not biased and trusted by both parties, it is easier for formulation of effective strategy that can prevent reoccurrence of the conflict and at the same time present a means in which the aggrieved parties work together towards achieving organisational goals. Generally, conflicts at the workplace are unavoidable but the important factor is how the conflict was addressed and resolved. Numerous causes of conflicts exist, which includes poor communication, misplaced priorities and goals, availability of enough resources, personal interests’ verses organisational interests, and poor performance. These causative agents make an organisation to be ineffective while the employees are not motivated towards achieving the organisational goals. This can be avoided through introducing mechanisms to prevent either occurrence of the problem or resolving the conflict. One of the major strategies to avoid conflict is to understand an effective organisation does not lack conflict but how the conflict is addressed is the important factor which determines the direction of the organisation. Other strategies to resolve conflict includes effective communication, utilisation of mediator and encouragement of constructive criticism. Utilisation of such strategies makes employees within the organisation to solve issues easily ensuring the organisation is sustainable both in operations and reduction of employee turnover. References Butler, M 2009, International conflict management, Routledge, London. Cloke, K., and Goldsmith, J 2011, Resolving conflicts at work: Ten strategies for everyone on the job, 3rd ed, John Wiley & Sons, London. Collins, S 2008, Managing conflict and workplace relationships, 2nd ed, Cengage Learning, London. Crocker, C., Hampson, F., and Aall, P, 2007, Leashing the dogs of war: Conflict management in a divided world, US Institute of Peace Press, New York Deutsch, M., Coleman, P., and Marcus, E 2011, The handbook of conflict resolution: Theory and practice, 2nd ed, John Wiley & Sons, London. Druckman, D and Diehl, P, 2006, Conflict resolution, Sage, London. Eunson, B 2012, Conflict management, John Wiley & Sons, London. Jeong, H 2009, Conflict management and resolution: An introduction, Routledge Publishers, London. Rose-Jackson, M 2012, Fun conflict resolution for the workplace slimo: Stuff learning is made of, London, Strategic Book Publishing. Read More