The paper "Personal Style, Comfort and Conflict" is a good example of management coursework. Research shows that useful information is only obtained through effective listening, which is an essential management skill. By providing a basis of high levels of both intrapersonal and interpersonal communication Chen and Starosta (2000) discusses enhanced efforts of the manager against the problem of conflict management in modern organizations. Effective listening enhances trust between staff and the manager and it also reduces conflicts. More so, it enhances better knowledge and understanding of the ways of motivating others (Robbins, 2000; Stein, 2010).
Notwithstanding this, a great fraction of people sincerely believe that they always listen effectively. Consequently, very few people think they need to develop their listening skills. This would be the reason why Joe responds to Raj in the way he does. Most conflicts result of the oblivion that people have in regards to the fact that effective listening is an attitude attribute that is learnt and vital for comprehensive communication yet very few have it (Whetten & Cameron, 2002). The practice of effective listening is quite easy to learn and so organization members should opt to pick the habit of listening. Studies of conflicts have taken different perspectives though commonly they include intrapersonal, interpersonal (March 2011), and societal conflicts.
According to Wilmot and Hocker (2011), Conflict is the felt tussle between two or more interdependent entities over perceived irreconcilable differences in beliefs, values, and goals, or over differences in desires for esteem, control, and connectedness. Conflict is almost expected in groups and organizations, and it presents both a challenge and a true opportunity for every manager who can look at it creatively and make the best out of it.
However, it becomes really challenging and sometimes a serious problem when particular persons in the organizations are more than often caught in almost all of the conflicts that arise between the organization’ s stakeholders (Tesarovicov, 2008). Thinking of conflict is the simplest terms, it is basically perceived as a struggle that involves two opposing forces pulling in different directions. In addition, the general view is that conflicts are disruptive, stress-causing and should be avoided. A good manager would have a uniquely different look at the subject and identify opportunities for growth out the conflicts, in the process of seeking solutions and reconciling conflicting parties by way of inculcating proper communication skills (Putnam, 2010; Boston Consulting Group, 2007). People who are easily caught in conflicts are most probably the high conflict people, who are considered to be more prone to conflicts than others.
Therefore, understanding of high conflict people will be complementary to this discussion. Evidently, some people, the high conflict people, are more prone to conflicts that others. Such people have a pattern of high-conflict behaviors that actually accelerates the tension and the conflict rather than resolving or at least reducing it.
This behavioral pattern, more often than not, comes about time and again in several different situations (Eddy, 2012). These different situations are the different occurrences of conflicts they are involved in. Such people have issues, not with the aspect causing the conflict, but with other external aspects that they bring into the argument and are irrelevant to solution finding in most cases. The high-conflict behavior of such people is characterized by all-or-nothing thinking, unmanaged emotions, always blaming others and extreme behaviors.