How to Overcome Negative Conflicts from Ruining the Productivity of an Organization - Example

Running Head: Managing Conflict UNIT CODE UNIT NAME TOPIC STUDENT NAME ID NUMBER LECTURER Abstract This report investigates the implications of conflicts in management and how to overcome negative conflicts from ruining the productivity of an organization. It encompasses a brief history, types and the management skills required to overcome conflicts. The discussion focuses on conflict management skills and factors to base on when developing. They include; conflict is a normal part of life, positive and negative conflict, and culture difference and conflict. The second part of the report contains the action plan outcomes and its measures of achievement. It will be followed by a discussion based on the action plan that demonstrates achievements and skills developed as a result. A comparison of expected outcome and actual outcome will assist in analysis of evaluations. The report will also use the analysis to demonstrate the skills achieved as a result of action plan. Table of Contents Abstract 3 Table of Contents 4 1.0 Introduction 5 1.1 Sources of Conflicts in Organizations 5 1.2 Conflict Management 8 1.3 Conflict Management Skills 9 2.0 Action Plan and Outcomes 10 2.1 Taking the Pre-test 11 2.2 Sources of Conflicts during Communication 11 2.3 Conflict Management Strategies 12 2.4 Conflict Identification and Appropriate Management Strategies 12 2.5 Benefits of Positive Conflict 13 2.6 Role of Culture in Conflict Management 14 2.7 Summary of the Findings 14 2.8 Taking the posttest 15 3.0 References 16 1.0 Introduction Being a business management student, there is a possibility of encountering many conflicts in the course of duties. It therefore poses a concern on the need to have necessary skills of managing and using conflicts constructively. Conflict is an argumentative disagreement between two or more people. Many people have always taken conflict to be chaos, disagreement and related to destructive acts. Also, it has always been taken to be between two or more persons. It is incorrect to have this general conclusion. 1.1 Sources of Conflicts in Organizations There are five basic sources of conflicts in organizational conflicts Competition for scarce resources Limited resources such as money, manpower and equipment have always been a source of conflicts in many organizations. Inequity in allocation of vital resources in groups or individual will result to disagreements. Inherent conflict Organizational rules and procedures tend to regulate personal behaviour thus reducing conflicts. However, there exists some opposition to the restriction that they impose. This resistance will lead to conflicts. Line-staff relationships These are differences of line and staff resulting from task responsibilities given. There is an increased likelihood of conflicts due to differences in tasks. Differences in goals and values Conflicts result from disagreement in terms of action plans needed to achieve the set goals and objectives. Organizational ambiguities Questionable goals and undefined roles in an organization will lead to conflicts. Moreover, ambiguities in mission approaches will also result to conflicts. I personally chose to study conflict management for my learning contract to enable me acquire necessary skills for conflict management. There are also other underlying reasons for my choice of conflict management skills and they include; Conflict is a normal part of life: Conflict exists in every aspect of one's life. And it is acknowledged to be inevitable in communication. (Desivilya & Yagil, 2005) People are expected to experience conflict with colleagues, managers, friends and even families. Therefore, it is important for one to be able to manage conflict well. And it is proved that people with good conflict managing skills can build solid relationships and networks easier than others. (Bodtker & Jameson, 2001) Positive and negative conflict: Positive conflict in a team environment at work can lead to a variety of positive outcomes such as: enhanced involvement, increased creativity, positive individual growth etc. (Esquivel & Kleiner, 1997) Where as negative conflict can cause the following problems: decreased communication, emotion irritation (anger), reduced participation etc. (Posthuma, 2011) By identifying positive and negative conflict correctly and using appropriate conflict management strategy accordingly, one will be able to facilitate communication in a team environment which enhances the benefits of a positive conflict and prevent negative conflicts from destroying the team environment. (Posthuma, 2011) Culture difference and conflict: As an international student from a completely different culture background, it is even more important for me to understand the source of conflict and the necessary skills required to manage it. Being in Australia which is a multi-cultural society, the ability to communicate with people from diverse cultural background is obviously critical in all circumstances. Misunderstanding is believed to be the major source of conflicts in cross-cultural encounters. (Kazan, 1997) By understanding the major sources of conflict caused by culture difference and the strategy needed to mitigate the conflicts, I will be able to effectively and efficiently communicate with people outside of my own culture community. In many cases, a conflict in an organization has led to serious consequences. It is necessary to have conflict management skills to counteract such setbacks and perceive it as an opportunity to stimulate creativity in the warring parties. By understanding the evolving view of a conflict, the action plan was designed to help me equip myself with effective conflict managing skills, over a nine-week period of time, to be able to explore the positive influence of a conflict and prevent the negative conflict from jeopardizing the productivity of a group. In this report, I will demonstrate some theoretical concepts of conflicts and also discuss management skills required to overcome. The outcome and measures of my action plan will be discussed in detail. 1.2 Conflict Management Conflict manifests itself as a disagreement between two or more persons and it is characterized by tension and emotion leading to bond breakage (Kohlrieser, 2007). Useful conflicts are those which are properly managed and in most cases lead to positive results within people and companies. Conflict management is one of the biggest drivers of change (Kohlrieser, 2007). Positive results of conflicts include inculcating innovation in people, building strong bonds, creating effective teamwork and enhancement of performance in work. A research conducted by American Management Association showed that 24% of managers’ time is spent on managing conflicts (AMA). The best way of dealing with conflicts is solving them openly. Successful conflict resolution is dependent on one’s ability to manage stress while remaining calm, control emotions, pay attention to the feelings being expressed and respect the differences. The ability to control emotions allows for easy communication of needs without imposing fear on others. Types of Conflicts Conflicts can be classified into: Intrapersonal conflict It is a type of conflict that occurs within an individual as a result of inner disagreements. Interpersonal conflict It results from disputes between people in the same establishment. Differences do occur as a result of contradicting attitudes, personalities, values and experience. To overcome this conflict, people have to make adjustments to opinions from other parties. Intergroup conflict It is a type of conflict between different groups in an organization. As the groups try to find solution to satisfy all people in the two parties, conflicts occur. The impacts of conflicts can either be positive or negative. Positive impacts include; creation of a learning environment for people and in most cases, as a result of conflicts, new ideas emerge that bring a lasting solution to a problem. Frustration and confusion are the major negative impacts of conflicts. It all depends on how an individual manages it. The most important thing that should be remembered when overcoming a conflict constructively is to recognize it as a process to be managed not something to be avoided (Rebori). Conflict management necessitates certain important skills of emotional intelligence. The skills will assist a manager to build strong relationships, overcome challenges and succeed in workplace. 1.3 Conflict Management Skills 1. Active Listening Active listening will enable a manager to understand the root cause of the problem. When actively listening, you are also listening for content, meaning and feelings (Rebori, 1991). Active listening opens paths for creative conflict management, personal understanding, and teamwork and improves relationships. 2. Focusing on interests not positions To be able to resolve a conflict, you must differentiate between interests and positions. A position is decision while interest is a cause of decision to take certain position (Rebori). Focusing on interests will enable one to justify the opinions. Recognizing shared interests and identifying different priorities across issues allow disputants to construct proposals that switch disparate priorities (Winter & Isabelle). 3. Recognition and control of emotions Emotional understanding entails self understanding as well as apprehending of others. Self understanding is crucial for effective communication. Many people have taken self understanding as a simple idea which may not be the case. It is not possible to change emotions but they can be controlled. 4. Improving nonverbal communication skills Nonverbal communication comprises of eye contacts, facial expressions and gestures. It is the most important form of communication due to the fact that crucial information is exchanged nonverbally during conflicts. In the course of a conflict, one should keep an eye on other person’s nonverbal signals to know what he or she is saying. 5. Use of humour and play to deal with challenges Humour and play are very crucial in conflict management. They create a favourable environment for expression of ideas which are difficult in normal circumstances. However, it is important to ensure you are on the same side with the other person and not laughing at them. Humor and play reduce tension and anger thus creating an opportunity for greater relationships. 6. Separating people from the problem It is crucial to separate the problem from human relationships. Separation will enable managers to fully understand the entire conflict. 2.0 Action Plan and Outcomes In order to acquire conflict management skills step by step in a few weeks, I developed a measurable, achievable and detailed action plan. The action plan was from week 1 to week 9. 2.1 Taking the Pre-test Pre-test was the second step of my action plan and I did some research on conflicts and conflict management. It involved both theoretical and practical research. The main aim of this was to understand theory of conflicts and work out my current skills of conflict management. I interviewed my relatives, classmates and friends who either have had conflicts with me or have observed a conflict I had with someone else. The general summary of these interviews depicted that I always tried to avoid conflicts whenever possible. The result of this was difficulty in communication when upset. From this, I found out that this was a weakness and need to improve on this. I was not supposed to evade the conflicts because it led to poor communication. The ability to express yourself clearly will allow you to say what is on your mind, ask for what you want and need, and get your point across (Cardillo, 2012). It is one of the strategies of conflict management. According to Posthuma (2011), effective conflict management skills can increase team efficiency. 2.2 Sources of Conflicts during Communication From week three, I strategized on knowing more about the sources of conflicts in my life when communicating with classmates, friends and relatives. To achieve this, I read relevant materials and relate them with my encounters. I used several sources to help me identify these hypothetical sources of conflict. According to Janasz et al. (2012), there are different sources of conflicts including; Individual differences, Threats to status, Lack of trust, Incivility. They are the main personal factors. Organizational factors causing conflicts include; limitation of resources, unfair treatment, Role ambiguity, Role incompatibility, Organizational change, Contradiction of goals, environmental stress and information deficiency. By reading these, I was able to categorize sources of conflicts into personal and organizational. 2.3 Conflict Management Strategies Development of conflict management strategies was my fourth step according to my action plan. To achieve this, I set out to read relevant materials and gain knowledge about various conflict management strategies. I was able to gain knowledge and understand eight steps of managing conflict effectively in a work team environment as stipulated by Janasz et.al. I was able to gain an understanding of the eight management strategies. They include; Understanding the problem Acknowledgement of the problem Being patient when dealing with any problem Focusing on the problem rather than the individual Avoidance of coercion and intimidation Establishment of guidelines to help in problem solving Ensuring that the communication is open Acting decisively 2.4 Conflict Identification and Appropriate Management Strategies I used the acquired knowledge to identify conflicts and appropriate management strategy for each. It was the work of week five according to my action plan. I observed intense conversations among others on campus, on streets or at work place. During the observations, I applied the theoretical knowledge of types of conflicts and management strategies learnt earlier. The knowledge was important for me especially in the identification of source of conflict that could help me to use an appropriate strategy. From these experiments designed by observing managers, it was clear to me there were various relationships between different conflict managing styles and the outcome (Posthuma, 2011). For example, from two observations experiments on managers, I was able to note that they focused on interests rather than positions of the warring parties. There were some other similarities in other observation experiments as well. I was able to learn about some conflict management strategies from the experiments including; 1. Dealing with conflict directly. I was able to note during my personal assessment, that it was wrong for me to avoid conflicts yet I could use them constructively. 2. Conflict resolution involved face to face communication. It created an opportunity for observation of nonverbal signals. I realized that there was no conflict addressed in another way apart from face to face discussion. 3. Use of a third party in case of serious conflicts. For any volatile case, there was a mediator in the course of conflict resolution. 4. Apologizing. It was common for most managers that they apologized when it was necessary for them to do so. 5. Avoiding jumping into conclusions to evade troubles. I was able to realize that not even a single manager could just simply jump to a conclusion even when the case was simple. 2.5 Benefits of Positive Conflict During week six of my action plan, I reflected on what I had learnt from the previous observation experiments and discussed the benefits of positive conflict with my classmates. In my discussions, members had different opinions over the subject matter and it resulted to conflicts. From these, it gave a chance to use positive conflicts to enhance communication and increase participation. Positive effects resulted from cognitive conflict and controversy (Cosier & Dalton, 1900). 2.6 Role of Culture in Conflict Management During week seven, I put my effort in trying to understand the role of culture in difference in managing conflict. To achieve this, I held various conversations with people from diverse backgrounds. The conversations involved asking questions about source of conflict and how conflict is managed in their culture. It was clear to me from the conversations that conflicts resulted from poor communication as a result of cultural differences. There was an existence of a relationship between their cultural values and conflict management behaviours. The techniques of resolving conflicts were relatively the same for most of them. For example, in all the cultures, conflict resolution began with problem definition. It was also evident that dispositions rooted in early experience shape a culture’s style of interaction with others and interpretation of behaviour (Kazan, 1997). 2.7 Summary of the Findings During week eight, I did a summary of what I had learnt in the previous weeks. The main aim of this was to have a structured and sophisticated understanding of managing conflict. To achieve this, I reviewed all the notes that have been taken so far regarding managing conflict and summarize what I learnt. From the summary, I was able to arrive at a conclusion that taking an integrative approach favors all types of outcomes in conflict management processes (Rognes & Schei, 2009). 2.8 Taking the posttest Posttest was the activity of week nine. My objective of taking a posttest was that by the end of the exercise, I should be able to apply the strategies learnt and better resolve the hypothetical conflict if it happens again. I recalled a conflict experienced earlier and applied the conflict management skills I gained in the past nine weeks to analyze and see if I can better manage the conflict when the same situation arise again. I chose a conflict that we had with my classmate earlier before which led to enmity between the two of us. On applying the strategies I had learnt, I was able to realize that there were many other options which I could have taken to give positive results. Well managed conflicts can lead to increased understanding between parties involved. Conflicts exists in team interaction, the key to an effective work team is to manage conflict (Esquivel & Kleiner, 1997). From the implementation of the action plan, there is a clear indication of positive outcomes. I was able to achieve the goals set. I can be able to manage different instances of conflicts. This is important especially for my managerial profession. 3.0 References American Management Association: Responding to Conflict: Strategies for Improved Communication Retrieved from Bodtker, A.M. & Jameson, J.K. (2001). EMOTION IN CONFLICT FORMATION AND ITS TRANSFORMATION: APPLICATION TO ORGANIZATIONAL CONFLICT MANAGEMENT, International Journal of Conflict Management, Vol. 12 Iss: 3 pp. 259 Cardillo, D. (May 6 2012). Seven Strategies of Managing Conflict. The IOWA Nurse Reporter. Cosier, R.A. & Dalton, D.R. (1990). POSITIVE EFFECTS OF CONFLICT: A FIELD ASSESSMENT, International Journal of Conflict Management, Vol. 1 Iss: 1 pp. 81 - 92 De Janasz, S.C., Dowd, K.O., & Schneider, B.Z. (2012). Interpersonal skills in organizations. (4th Ed.) New York, U.S.A.: McGraw-Hill. Desivilya, H.S. & Yagil, D. (2005). The role of emotions in conflict management: The case of work teams, International Journal of Conflict Management, 16(1) 55 - 69 Esquivel, M.A. & Kleiner, B.H. (1997). The importance of conflict in work team effectiveness. Team performance management, 3(2), 89-96. Kazan, M.K. (1997). CULTURE AND CONFLICT MANAGEMENT: A THEORETICAL FRAMEWORK, International Conflict Management, Vol. 8 Iss: 4 pp. 338 - 360 Kohlrieser, G. (June 2007). Perspectives for Managers: Six Essential Skills for Managing Conflict Iss 149. IMD international. Posthuma, R.A. (2011). Conflict management and performance outcomes, International Journal of Conflict Management, Vol. 22 Iss: 2 pp. 108 - 110 Rognes, J.K. & Schei, V. (2010). Understanding the integrative approach to conflict management, Journal of Managerial Psychology, 25(1), 82 – 97 Rebori, M. K. (1991). Conflict Management Skills Community Board Development: Series 2. University of Nevada. Read More