The Concept and Approach of Conflict Management - Coursework Example

CONFLICT MANAGEMENT By Students name Course Professor University State Date Abstract A project manager plays a key role when it comes to handling all types of conflict with diverse level of emotional environment. A lot of time is used trying to handle these issues, thus being able and in a better position to resolves conflict in an efficient way becomes crucial for a project manager. Cost, time and quality are crucial measures of value in a project, and once a conflict is managed effectively and professionally in the project process then it will have positive effects on measures of value. The manner in which a manager approaches a conflict where they play emotions can be a threat to the entire organization and relationships among the employees. Methods that can prevent conflict and develop employees’ behaviours are worth exploring. Methods such as feedback can help individuals to develop and get a chance to understand themselves well and their behaviours. Managers must make sure that issues that are emotional charged do not evolve to a conflict which could grow and become dysfunctional. The concept and approach of conflict management can be divided into conflict prevention and management of functional conflicts. Introduction Conflict circumstances are crucial issues within a workplace. A conflict is that circumstance where the requirements, interests, objectives, and estimations of the considerable number of groups included influence each other. It is a typical phenomenon inside the working environment as various partners may have diverse priorities, conflict evolving from team members, projects, departments, organization and clients among others (Thomas, 1992). These conflicts can be based on work procedures or how work is drawn closer and commitment of the group parts and obligations. The other type of conflict is on the relationship conflict to such an extent that communication and relations between colleagues. The final part of conflict is the task based conflict in which disagreements concerning work issue. According to Kurtzberg et al. (2005) a liner correlation exists between team performance and team based conflict. Moreover, all organizations encounters conflicts on a daily basis. These conflicts cannot be avoided, but managing them is possible in a manner that they are recognized on time. Therefore, it is crucial to have a continuous track of the organizational signals that point to their existence. A reduction in work performance effectiveness, correspondence between representatives, demotivation and ultimate workers' disappointment are various negative outcomes of conflict. A contention does not really need to be negative as an extensive number of conflicts can be beneficial to an organization in that they can assist in the accomplishment of better business results and a change impulse as well as the growth of organization (Thomas, 1992). Adequate conflict management can result into a series of positive impacts such as creativity simulation and innovation inside a company and towards quality reduction, improvement as well as incurred tension. Therefore, if conflicts results into constructive changes they must be encouraged as a way of making better relation between employees on the basis of mutual respect. In other case conflicts should be viewed as beneficial resources that facilitates constant novel learning, knowledge acquisition and potential development of an organization. Conflict overview and Process There are distinct standpoints that emerged in regard to conflict in organizations. According to the traditional view conflict is seen as bad and has a negative effect in performance as it keeps on increasing. In this view conflict should be avoided as it closely linked to violence, irrationality and destruction. In the contemporary of behavioural standpoint conflict is a natural aspect and inevitable in all organizations and can have a negative or positive impact based on how it is handled. This implies that performance is likely to increase with conflict although up to a given level and a decline in case it is allowed to remain unresolved (Foblets, 1998). The approach advocates for conflict acceptance within the organization due to the potential advantages that it holds and in this case managers must try to focus on its effective management rather than eliminating it. Conflict existence increases performance according to the interactionist vie. Conflict is accepted by the behavioural approach while the interactionist view encourages it on the basis of a belief that a harmonious, peaceful and cooperative organization is possible to become static and inept to respond to change and innovation. Through this strategy manger are encouraged to maintain a certain level of conflict that is enough and innovative. There numerous stages that are consisted in a conflict and according to which the development relationship sides is involved. The initial stage is referred to as the latent level characterised by personal variables, structure and communication that can result in a conflict. Ii is crucial to point out it is not crucial to hold on a concurrent occurrence of all the factors highlighted. In an organization communication is paramount because it can lead to a conflict. On the other hand too much communication can be an obstacle where possible lack of clear understanding in the communication channel can lead to a conflict as a consequence. The second level is the personalization and cognizance phase that shows the consequences of the impacts of the primary level. In this stage there are sub stages that comprises of the conflict participants perception. The other level is the conflict manifestation level where the hostile behaviour among the participants in conflict is addressed where an open agreement is reached. The last stage is the conflict result which shows that further relations improvement of the conflicting members and outcomes. Conflict manifestation through work viability association in entire or an incredible opposite, the abatement of working adequacy. Conflict management styles An organization success depends on its capability to recognize conflicts and the best approach to its management. Conflict management indicates the integration of all factors that plays a role in in its resolution and prevention. These factors include communication and practice in the organization and accommodating life phases of all the parties involved. Authors have outlined five approaches top conflict management, but despite of all these five approaches an organization itself plays a crucial role or it’s a part in the conflict. The organization accts as an arbitrator between adversaries. Managers are key players where through the use of their experience constantly develop novel strategies and conflict tactics resolution by the application of their experience. There are various strategies and approaches which can be used in conflict management (Foblets, 1998). These includes Dominance is the first approach and happens when the collaboration is to a great degree low too the ingenuity in the fulfilment of the individual interest which is high. Through this methodology determining of conflicts is drawn nearer in a way that fulfils the requirements of one group that damages the teams’ complexity in the conflict. Integration is the other approach and is basically based on high cooperation and the persistence in satisfaction of personal needs which needs to be consulted in the appropriate answer for all groups required in the conflict. On account of Compromise there exists an equivalent wish for a medium level of participation and determination in fulfilling one’s personal needs, so the conflict is determined so that every group required in strife surrenders the part of the value. Avoiding involves collaboration and constancy in the fulfilment of individual needs which is low. Conflict determination for this situation is resolved through the withdrawal and strife restraint. The last approach is the Cooperativeness which addresses the status for participation that ought to be high and the conflict is controlled by pushing the other party's interests before its own. SDI (Strength Deployment Inventory) The SDI helps in the understanding what impress people or what motivates people in two circumstances. The first condition is when things are working out well and when they are less working out well. An increased awareness and comprehension in these two situations assists in the increment of behaviour effectiveness and development of a positive relation, as well as, overcoming conflict solution. Conflict can be draining from a personal perspective and also a financial drain from a business context. In this regard the SDI produces an understanding on the causes of conflict among individuals and gives a way to overcome it. This implies that through the help of an SDI people are able to work with their differences, but not against them. The concept of the SDI can be explained further on the basis of the relationship theory awareness theory that states that people likes feeling the worthwhile about themselves. This implies that through relationships and interactions with others people manages to exist and these feelings are established or denied (Scudder, 2013). Therefore, people behaviour is an expression of their desires to be connected with others. One of the key directorial values in relationships awareness theory is that every individual is taken as an expert on themselves. The inventories are intended to ascertain crucial information regarding themselves. The SDI is a crucial tool in that it improves people’s understanding why people approaches things in a certain manner and reacting to certain actions. In most clashes clients experiences frustrations with others personality clashes and communication difficulties SDI in the context of coaching is an invaluable tool and helps such a client too move forward. The SDI helps in raising awareness and in the process provides awareness among people that motivates them to improve and change professional and personal relationships (Scudder, 2013). It is worth to note that the SDI provides numerous ideas to managers on how they can work in an increasingly effective way and the way they can be able to build on increased productive relationship and conflict management approaches. This analysis confirms that SDI is a beneficial tool when it comes to conflict management and improved relationships that can act as a conflict prevention strategy. Conflict management model The strategies and approaches to conflict management addressed in part one forms the basis of the models as far as conflict management is concerned in this case. The model is based on Thomas-Kilmann Conflict Mode Instrument (TKI) where it assesses the individual behaviour in a conflict situations. This refers to the situations that involves two parties that does not appear to be incompatible. A person’s behaviour can be described along two key dimensions in a conflict solution. The first one is on the assertiveness or and individuals extent where it comes to attempting to satisfy his or her concerns. The other one is based on cooperativeness which is an individual’s extent while attempting to satisfy the concerns of other people. As a result of these two behaviour dimensions can be used in the definition of five methods of dealing with conflict in an organization. These modes one combined forms a complete model of conflict management as shown in the diagram below. According to the above diagram competing is uncooperative and assertive, a power oriented mode. The implication is that when an individual seeks after his or her own concern to the detriment of another and appears to be fitting to apply whatever power that appears to be suitable in win his or her position (Thomas, 1974). Competing in other words is standing for one’s rights or defending a situation that one feels and believe to be correct. Collaborating is both emphatic and cooperative. In this case a person tries to involve others to find a solution that brings satisfaction their concerns. This is all about digging deep into a situation to recognize the concerns that underlies between two individuals and come up with alternatives that satisfies the concerns of both parties. Collaborating assumes the disagreement procedure exploration to learn from others insights and resolve conditions that might result them into competing for resources Compromising comes in the middle of both the assertiveness and cooperativeness. In the case of compromising a person has a goal of coming up with a mutually, expedient and acceptable solution that is accepted to all parties. The fact that this step falls under the competing and accommodating implies giving more than contending, however less obliging. In other words, it addresses an issue straightforwardly than maintaining a strategic distance from, however, it fails to explore it in increased depth as collaborating (Thomas, 1974). On the other hand compromising might imply splitting of the difference, exchanging concessions and being in search of a middle ground position. Avoiding comes below compromising strategy because it is unassertive and uncooperative. In the case of avoiding a person does not pursue his or her concerns immediately. This approach takes the form of sidestepping in a diplomatic form towards an issue and putting off and issue for a superior time or just withdrawing from an undermining condition. Accommodating is the last approach in the model and it is unassertive and cooperative which is the opposite of competing (Bradley, et al. 2013). A person in the accommodating strategy disregards his or he own concerns in order to fulfil the concerns of others depicting a component of generosity. In other words, it might adopt the selfless generosity form and obeying arrange when one would incline toward not to, or respecting another's perspective. The above modes forms the key tools that the model uses in the conflict management process. Managers are the best suited experts to use the model. Manger have an obligation to communicate effectively and respect the employees. These responsibilities alone assist in conflict prevention, but in case a conflict arises it is essential to handle and by using the above proposed model they can be able to effectively and thoroughly handle it. The model is based on conflict resolution between two or more parties. This forms the most appropriate situation when the model can be used. In most cases conflicts in an organization arises between two parties of teams or groups. In order to solve this kind of conflict managers can apply the model to try and uniting the conflicting parties effectively. Conflicts that are mostly experienced in organizations results from language. Poor communication between the management, co-workers and teams mates and teams can result into a conflict. Therefore, ,manager while using this proposed model must be able to focus more on language aspects that can be able to assist in conflict identification, prevention and management as well. Emotions play a key role when it comes to conflict and conflict strategies (Bradley, et al. 2013). In this case feelings are communicated through body language and also outward appearance which is something that cannot be covered up by the clashing groups. Conflict participants maybe in possession of diverse levels of emotional involvement in the conflict. Therefore, checking on the participants’ emotional involvement in the conflict according contends that a contention is shaped by three noteworthy components, for example, states of mind psychological thoughts and feelings, conduct apparent conduct and potential forceful activities and disagreement in view of qualities and interests. In order to resolve a conflict using the above proposed model it is important to take note of the attitudes, behaviour and contradiction both of the conflict managers and conflict participants. As a far as one is focusing on personal cues and signs the process brings along the issues of transformation and focusing a lot on resolution has a strong likelihood of limiting perspective leading to a failure of the attempt. In respect to interpersonal sigh the potential of transforming the conflict elements identified depends on the complexity of the conflict on the actors’ contribution to transformation possibilities. The human mind especially one thinks about conflicts can only be able to deal with a certain number of elements at a time (Thomas, 1974). This implies that a lot of complexity lowers a person’s creativity .Therefore, in this case one must try and simplify the conflict elements and interpersonal cues and signs with the goal of balancing convolution and simplification. Conclusion Conflict is a piece of the human life and every one of its viewpoints turns out to be difficult to stay away from in the business life. Although an organization may seem to be in possession of economic operators its employees gets in conflicts. Contemporary organizations have seen the importance of conflicts and no longer runs from them. As a result, it is important to have managers getting educated on how to handle the conflicts through a proper application models like the one analysed in this paper. Once managers are able to identify the conflict level in an organization they will stand a better chance decide on conflict reduction in an organization. Conflict management is based on accomplishment of optimal conflicts level where the organization performance level is the highest. Conflict presence examination and its influence on the business performance through numerous segments can lead to a conclusion that employees are becoming aware of the necessity of conflicts in an organization. Encouraging the awareness of the constructive outcome of the reasonable conflict levels among the representatives is critical. Managers must have the capacity to recognize the conflicts in light of personality and those in view of business difficulties. This suggests the conflicts in view of business difficulties ought to get more supportive gestures up to the ideal level and decrease those whose attention is on individuals. Reference List Thomas, K.W., 1992. Conflict and conflict management: Reflections and update. Journal of organizational behavior, 13(3), pp.265-274. Foblets, M.C., 1998. Cultural delicts: the repercussion of cultural conflicts on delinquent behaviour. Reflections on the contribution of legal anthropology to a contemporary debate. European Journal of Crime Criminal Law and Criminal Justice, 6, pp.187-207. Scudder, T.J., 2013. Personality types in relationship awareness theory: The validation of Freud's libidinal types and explication of Porter's motivational typology (Doctoral dissertation, FIELDING GRADUATE UNIVERSITY). Thomas, K.W., 1974. Thomas-Kilmann conflict mode instrument. Tuxedo, NY: Xicom. Bradley, B.H., Klotz, A., Baur, J.E. and Banford, C.G., 2013, January. When Does Conflict Improve Team Performance? A Review of Evidence and Framework for Future Research. In Academy of Management Proceedings(Vol. 2013, No. 1, p. 17093). Academy of Management. Read More