Conflict Management Methods - Literature review Example

Conflict Management Skill Insert Name Insert Institution Table of Contents 1 Managing conflict as a management skill 3 1.1 Introduction 3 1.2 Method 1 4 1.3 Method 2 5 1.4 Method 3 7 2 Introduction 11 2.1 Objectives 11 2.2 Dramatic skill activity 12 2.3 Conclusion 14 2.4 References 14 2.5 Appendix 16 PART A Conflict Management Methods 1 Managing conflict as a management skill 1.1 Introduction There are other management skills such as teamwork, oral communication, listening and interpersonal communication which are looked at before hiring. Conflict management is an addition giving an individual the advantage of team effectiveness. People who can manage conflict are less likely to portray behaviors that affect teamwork negatively. Many studies have shown that conflict is misunderstood and can usually result to aggressiveness. Most people use conflict skills that they acquired in their lifetime unless they decide to change. Some acquired good and some faulty. Everyone has a reason to enhance his/her conflict management skills. Lack of employee knowledge on the company’s conflict management policy can result into unresolved conflicts. All employees need to know their strategies for enhancing the skill, their conflict style, and conflict intervention (understanding conflict and conflict management n.d.). At work, individual conflict is inevitable. However, the way conflicts are managed determines the negative or positive relationship between a company and its employees. Inappropriate conflict management can cost the company resulting into activities such as staff turnover, harassment, or even sickness absence. Conflict management at work is an important part of good management skills. The management of a company should be careful at identifying employee behavior and response towards company changes. It should also be able to identify conflicts as early as possible e.g. bullying, stressed employees etc. Every manager in a company is at a position of identifying a conflict before it escalates and resolving it quickly to avoid confrontations (Chartered Institute of Personnel Development 2008). Therefore, many scholars have suggested many methods of conflict resolution. They include: 1.2 Method 1 According to Bulleit (2006): Stage one Individuals in a conflict should first try and resolve the matter between them. Each side can give his/her opinion before going one-on-one enabling the subjects to put straight their thoughts and feelings. This will also help the individuals know how to approach each other, be clear, listen carefully and work collectively to come up with a solution. The major goal is for the individuals to know the critical conflict management skills to use presently and in the future. Stage two If the one-on-one strategy does not work, an intercession is considered. They should be brought together in a meeting with stated clear goals and outcome. Their behavior and guidelines to follow at the meeting should also be clear to both parties. The interceding party should state the rules so that the individuals will know the level of tolerance. Stage three If the intercession by management does not work or if the conflict already involves the management, then the human resource is brought aboard. The personnel in human resource are experts in dealing with people or might have contacts of relevant personnel who can efficiently work out or mediate conflicts. 1.3 Method 2 According to Kohlrieser (2007): Development and maintenance of relations with all This maintenance of these relations is important during conflict resolution. This does not necessarily mean like but just having a common goal. The relationship should be based on co-operation, mutual respect and positive regard. Managers should know how to separate the individual form the conflict and avoid reacting to emotions. Create a platform to negotiate and dialogue The dialogue should be relevant and geared towards positive results based on a common goal or objective. It is imperative to get rid of aggressions during the dialogue. Negotiations can follow the dialogue where parties are allowed to bargain. Negotiations and dialogue always create a two way communication. All parties involved need to utilize their emotions, knowledge and body forces during conflict resolutions. Open up the situation This simply putting across the conflict without any aggressions involved i.e. placing the fish on the table. Fishermen (in Sicily) always place their catch on a table and clean them together. They work through together and later have dinner together. If a fish is left unattended to it rots. On the other hand, whenever a conflict arises, it can be sorted and a positive reward follows. Hitting the other party on the face is not recommended but clear one-on-one respectful interaction is encouraged. It should be focused on helping each other. In case of a conflict, timing is important, one should not raise a point of concern when the other party is not ready to receipt. The choice of the appropriate time and circumstances is essential in conflict management. Having appropriate knowledge of the source of conflict The root cause is important in developing dialogue. The common causes include differences over: individual values, interests or goals. Perspectives concerning the conflict can also vary where individuals cannot decide whether the problem is from quality control or production. At times, varying communication styles can also be a problem. Other causatives include: insecurity, rivalry, power, change resistance and unclear responsibilities. For instance, most of the time managers who always manipulate others for their personal identification create conflict. Determination of whether a conflict is based on personal needs or interest is important. Needs are basic while interests are more superficial. In many cases conflicts are viewed as interest based while they are need based. Usually, the conflicts based on needs result into major losses as they may be related to an individual’s past life experience. For example during a company promotion, an individual may be passed causing him/her to be upset. The upset might not be because of the loss of an opportunity to earn more but rather the loss of respect or identity. Utilize the reciprocity policy It is the stronghold of company cooperation, collaboration and togetherness. What an individual gives is what he/she should expect as people posses an intensive ways of reciprocity. Recent studies have shown that the emotional part of the brain defining empathy, also re-defines the encounter of other’s actions and feelings within us. Mutual interactions and tolerance enables two people to tune and become empathetic towards one another. Therefore, involving empathy in conflict management is positive as both the verbal and non-verbal views and feelings of an individual are considered. This social approach enables one to act appropriately and at the right time. Once an individual acted appropriately, the other person will also react appropriately. Furthermore, when one realizes that the other party has acted, he/she reciprocates. Create a positive relationship After the creation of a strong relation, it must be geared towards the attainment of the set goals. There should be a clear balance between emotions and reasoning. This is because emotions such as fear, frustrations etc. may interfere with the actions. Every party’s point of arguments is essential in conflict, regardless of whether the third party agrees or disagrees. Effective expression of both party agreements and disagreements creates an avenue for a mutual consensus to be reached. According to Carl Rogers, the strongest relationships are based on regard that is unconditionally positive. People can always know how to accept the other opinion while disagreeing specifically not randomly. The normal human psychological needs are the acceptance feeling, worthiness and feeling of value. With reference to the demonstrations during hostage negotiations, it is less effective to force out than to persuade. 1.4 Method 3 Department of Water Affairs and Forestry (2003) showed that a win-win negotiation approach is the best way of conflict management hence the use of the A-Z basic principles: Aim for a non-random result Negotiations should be specific to avoid going round and round resulting to ineffectiveness. This is to say that just talking about a disagreement never attains much. Negotiations in order to reach a conclusion accepted by all should be the way to go. The objectives and goals of the negotiations are to be made clear for both parties from the start. Be of positive mindset This enables a particular negotiation to move towards a conclusive decision. Majoring on the negative points is of no value to both parties. Party criticism on not agreeing on a certain point will never result into a positive outcome. Concentrate on the sensory information Communication barriers are always present during any negotiations. Generally, communication cannot only be conducted through speaking. Therefore, during negotiations parties should be keen on both the verbal and non-verbal communications. This will enable the identification of all the barriers and their eradication in time so that reactions on both party arguments can be conducted. Do not manipulate desires This ensures that respect between the parties is maintained. One cannot make a decision concerning the desire of the other party but can always contribute towards attaining the particular desire. Therefore, the different needs of the parties are specifically brought together. This practice is another way of ensuring specific outcomes are reached at during negotiations. Encourage long and short-term objectives Negotiations perform not only to attain harmony. A win-win approach is also essential for the long-term; if not the negotiations on the same matter might be repeated again. Find an early rapport It is the important factor of negotiations and without it, negative results follow. It is usually reached when two parties realize that they have a shared understanding on a particular matter. The presence of a rapport initiates the road towards a positive outcome. Therefore, the first objective in a negotiation is the creation of a rapport which will increase gradually as the negotiation continues. Get as much information as possible on the other party and their stand in order to properly understand whatever is to be dealt with. One needs to know the other party’s personalities, needs and even objectives. If possible, one can also determine the value system, behavior in a past negotiation, financial stand and individual objectives. Have more alternative strategies This will keep an individual in the negotiation in case of any unfavorable changes or if the current strategy is denied. Identify and avoid external influences Usually, the influences come as external pressure to reach a consensus or to not to ignore certain individual interests. Join the other party This occurs when the other party makes decisions to which there are no disagreements. The main aim of negotiations is to reach a consensus, therefore if a platform arises in which both parties agree then it should be grasped quickly. Know an individual’s level of susceptibility A party should know how deep it can go in a negotiation and how much it can let go. This enhances certainty and makes the party concerned have a good impression considering the other. Leave enough back ups One should not utilize all resources at a go. This is experienced when one party has moved too far in that its chances of winning are narrow while the other also has little to let go. Make arrangements that ensure the other party involved in the negotiations has authority to make decisions. Preferably at the same level or higher. Never use accusations Do not insult as it develops distance between one party and the other and will also result to continuous accusations. Insults and accusations may cause unnecessary delay and at times jeopardize the negotiation process. Obtain a consensus from the other party based on the prevailing negotiations. Prepare one efficiently by having an expected outcome in mind in case of effective negotiation and also have a place for the least acceptable outcome. Qualify individual points and arguments Put the reasons for a particular argument clearly. It is important for the other party to be aware of one’s intentions, making it easier for them to accept your points or arguments. Remain flexible according to the plan Flexibility is essential in any negotiations as there is no room for rigidness. Rigidness can never work in any negotiation. Both parties must be willing to loosen and tighten their stands Stand on individual principles at all cost The principles should be facts and not statements of rigidity. Think keenly about all suggestions and points during a negotiation One can always have some time out to think over particular matters brought forward by the other party. Rushing over a point can result to a review of the same point later. Untie the rigid stands Things must be clear. Points must be clear as the facts are stated and approved. The different suggestions from both parties must also be clear. Mixed suggestions always interfere with negotiations. Validate any proposals Whenever the other party makes a proposal, the other should be able to confirm their understanding before any criticism. Work towards reaching an agreement Maintaining an original is a drawback or a stagnating factor as it shows no negotiation is going on. It is preferred that party stays close to the original but at the same time having an option of settling for the worst. Expect disagreements It is not obvious that parties in a negotiation must have initially interacted. Some parties can be foreign to each other. All that is important is that, all the participants are humans with feelings, beliefs and having the sense of being correct. Yes is preferred to No in a negotiation Let the Yes mean Yes and No mean No. All parties should always try and be objective and trustworthy. Zoom in on the conflict from the very start and do all that focuses on getting a solution. Method strengths weaknesses 1 Involvement of external specialists One-on-one approach Much concentration on management 2 Use of dialogue and negotiation Encouragement of strong relationships Use of the reciprocity policy as it looks more of revenge/counter attack 3 Use of negotiations It is very extensive It very demanding on both sides and can be jeopardized in the process PART B Conflict Management Skill Activity 2 Introduction This skill development activity is a dramatic one showing how conflict develops, spreads, how it can be managed and its consequences (Kindler 2009). 2.1 Objectives Create a conflict Manage the conflict 2.2 Dramatic skill activity Albert’s mother raised him a single parent and managed to move them from near poverty to middle class .Albert worked as a newspaper delivery boy before college, at college he managed to win a scholarship and was driver for an airport shuttle by then. Upon graduation Albert was hired as a trainee manager at Apex Technology Company he got married and through his hard work gained reputation in the company. Albert reorganized the organization to production level that could never be imagined by anyone. Through dedication and relentless effort Albert managed to coordinate company’s activities leading to the company’s expansion and networking which led to his consistent moving from one city to the other. However the shifts were affecting his family in terms of school for children and stress of settling in a new environment for their mother. Albert’s wife refused to accept his move to the headquarters which would cap his career. He had to put his problem and conflict resolution skills into practice. He explains to the wife that the main aim of moving to headquarters is that he will be reporting to vice president who could retire in two years time and Albert was the next in hierarchy to take his position. In the process their child was about to finish high school hence disruption could be allowed, however he managed to start his new job while the wife organized for their house to be sold. We find here that conflict resolution in family-work situation needs great care where affecting one party will affect overall production. Six managers answered to Albert, and as usual Albert expected the best out of them for productivity expectations to be met. One of his managers who had worked for twenty years and always complacent with his work failed to meet the expectations. Albert being a professional sent a memo to his file. The manager martin by name could not take it lightly he stormed to Albert’s office seeking an apology. The problem with martin was failing to understand, he criticized Albert for lack of experience instead of looking at the root cause of the problem. The problem was not solved but the intervention of the vice president the conflict was resolved in a constructive manner. The main aim of this context is to expound on how disagreements should not be covered up but instead as soon as it is seen it should be dealt with well. Problems and conflict at work are as a result of lack of attention at small things that we miss that later haunts us. Trust and respect are the major foundations of where latent opportunities can be tapped. Once a person is seen as always willing to listen, trust and respect can be gained from all stakeholders, making them contribute their best ideas without fear. Development of an inspiring vision share of values and openness leaving out attitude can make stakeholders to increase commitment (Kindler 2009). The commitment makes them seek constructive and creative conflict resolution techniques which will suite everybody and foster achievement of goals and objectives of the company. Team conflict resolution table , Singh (2006) 2.3 Conclusion In any organization, setting conflicts are normally and they regularly occur. Therefore, appropriate ways should be put in place to deal with the conflict before it escalate and result into undesirable consequences. This gets done through: delinking personal emotions, analyze any past conflicts, collect all facts available, create rules & guidelines, and finally conduct the facilitation process (Resource guide for skill development n.d). 2.4 References Bulleit, B 2006, ‘Effectively managing team conflict’, viewed 16 September 2012, http://gclearningservices.com/assets/Managing_Conflict.pdf Chartered Institute of Personnel Development 2008, ‘leadership and the management of conflict at work’, viewed 16 September 2012, http://www.cipd.co.uk/NR/rdonlyres/E426E492-7AED 46A6-B8F5-92B9CF9725C5/0/4545Leadershipconflict.pdf Department of Water Affairs and Forestry 2003, Communication and conflict resolution skills, viewed 16 September 2012, http://www.cap-net.org/sites/cap net.org/files/Communication%20and%20conflict%20resolution%20skills.pdf Kindler, H 2009, Conflict management: resolving disagreement at work, Axzo Press, United States of America. Kohlrieser, G 2007, Six essential skills for managing conflict, viewed 16 September 2012, http://www.imd.org/research/publications/upload/PFM149_LR_Kohlrieser.pdf Resource guide for skill development n.d., viewed 16 September 2012, http://www.yale.edu/hronline/idp/docs/Resource-Guide-for-Skill-Development.pdf Singh, A, K 2006, ‘Conflict management in teams: causes & cures’, Delhi Business Review, vol. 7, no. 2, pp. 9. Understanding conflict and conflict management n.d., viewed 16 September 2012, http://www.foundationcoalition.org/publications/brochures/conflict.pdf 2.5 Appendix Read More