Unit 9. Managing Conflict

Text 1. Why do conflicts arise in organization?

Conflicts in a work environment are inevitable. Whenever people must work together, there will be degrees of conflicts. Why? Because people will not always be in perfect agreement on all issues, goals or perceptions.

Conflict is neither positive nor negative. If conflict is managed correctly, it can be helpful in meeting the organization’s goals.

In order to handle conflicts, a manager needs to understand why conflict occurs. The sources of conflict include shared resources, differences in goals, differences in perceptions and values, disagreements in role requirements, nature of work activities individual approaches and the stage of organizational development.

Knowing the potential sources of conflict is important to a manager, but developing strategies for dealing with conflict is essential to the organizational climate.

In order to manage conflict, the manager must first analyze the following factors:

1. The type of conflict –between individuals, between individuals and groups, or between work groups.

2. The source of conflict – shared resources, differences in goals, role conflict, etc.

3. The level of conflict – how heated the situation is.

When these factors have been determined, the manager’s challenge is to select the appropriate strategy. The manager may attempt to reduce the level of conflict or resolve the conflict. In special situations he may attempt to increase the level of conflict.

Text 2.  Conflict Situations.

1.Limited resources. Conflict can arise in organization because limited resources must be shared by the organizational members. A manager of a work unit depends on the allocation of money, personnel, equipment, materials, and physical facilities in order to accomplish objectives.

Some managers, despite the system used for allocations, will inevitably receive fewer resources than others. This can lead to lack of cooperation and eventually open conflict.

2. Differences in goals. Individuals may have goals different from those of the organization they work for. An individual’s goal may require promotion within a three-year period. The organization may have a tradition of “seasoning” an employee over a longer period. There may be conflict in this situation.

Differences in perceptions and values

Individuals have different value systems and different perceptions of a situation. These differences can lead to conflict in the work environment. For instance, an employee may place a high value on his time. He may really want to work but also prizes quality time with his family. A manager may request constant overtime or late work hours and not understand the employee’s need to have family time. This is an obvious value system conflict.

4. Nature of work activities.

Conflict can result between individuals and groups concerning the quantity of work assigned as well as relationship among the work units in performing the work. Individuals and groups compare the workloads each has relative to the other. If there is inequity there can be conflict.

If the work is not on time or is of poor quality, open conflict can result. Another conflict situation can be created when two work groups or individuals are placed in competition with each other. If management has set it up so that both groups have the opportunity to win, positive results can occur. But if it is a win-lose situation, conflict may be the outcome.

5. Individual approaches. People have different styles and approaches in dealing with others and with situations. One person may be reflective, speak little, but deliver words of wisdom when ready to talk about a topic. Another person may be combative in nature, with an argumentative approach, immediate response with little thought, and pressure for agreement.

Text 3.Workplace Conflict Resolution: People Management Tips

Actions to Avoid in Conflict Resolution

Organization leaders are responsible for creating a work environment that enables people to thrive. If turf wars, disagreements and differences of opinion escalate into interpersonal conflict, you must intervene immediately. Not intervening is not an option if you value your organization and your positive culture. In conflict-ridden situations, your mediation skill and interventions are critical.

- Do not avoid the conflict, hoping it will go away. Trust me. It won’t. Even if the conflict appears to have been superficially put to rest, it will rear its ugly head whenever stress increases or a new disagreement occurs. An unresolved conflict or interpersonal disagreement festers just under the surface in your work environment. It burbles to the surface whenever enabled, and always at the worst possible moment. This is not an option.

- Do not meet separately with people in conflict. If you allow each individual to tell their story to you, you risk polarizing their positions. The person in conflict has a vested interest in making himself or herself “right” if you place yourself in the position of judge and jury. The sole goal of the employee, in this situation, is to convince you of the merits of their case.

- Do not believe, for even a moment, the only people who are affected by the conflict are the participants. Everyone in your office and every employee, with whom the conflicting employees interact, is affected by the stress. People feel as if they are walking on egg shells in the presence of the antagonists. This contributes to the creation of a hostile work environment for other employees. In worst case scenarios, your organization members take sides and your organization is divided.