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Conflict Management in the Workplace
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DescriptionConflict Management in the Workplace
Workplace Conflict Management
Conflict is defined by Hellriegel, Slocum and Woodman as “the process in which one party perceives that its interests are being opposed or negatively affected by another party” (p. 362). Sometimes conflict that be a positive force within an organization, while at other times it is a negative force.
An example of conflict as a positive force is that the creation and resolution of conflict may lead the company to constructive problem solving. It may also lead people to search for ways of changing how they do things. The conflict resolution process can ultimately be a stimulus for positive change within an organization (Hellriegel, Slocum and Woodman, p. 364).
However, conflict may also have serious negative effects on an organization. For example, conflict may divert efforts from goal attainment or it may deplete resources (particularly time and money) (Hellriegel, Slocum and Woodman, p. 364). Conflict also may negatively affect the psychological well-being of employees and cause stress (Hellriegel, Slocum and Woodman, p. 364). Indeed, conflicting workplace ideas may lead to anger, tension, and anxiety. Deep and lasting conflicts that continue without conflict management may even lead to violence between employees and others (Hellriegel, Slocum and Woodman, p. 365). Therefore, it would be fair to say that conflict may sometimes be advantageous and at other times destructive.
Workplace managers must be sensitive to the consequences of conflict. These consequences range from negative outcomes (such as loss of skilled employees, sabotage, low quality of work, stress and even violence) to positive outcomes (such as creative alternatives, increased motivation and commitment, high quality of work, and personal satisfaction) (Hellriegel, Slocum and Woodman, p. 365).
Conflicts (whether they are negative or positive) will arise in organizations whenever interests collide -- and when these differences affect the relationship between interdependent people, they must be constructively managed (Hellriegel, Slocum and Woodman, p. 365). According to Hellriegel, Slocum and Woodman, some ways to manage conflict include: the “forcing style”, the “accommodating style”, the “compromising style”, and the “collaborating style”.
The forcing style refers to “assertive and uncooperative behaviors and reflects a win-lose approach to interpersonal conflict” (Hellriegel, Slocum and Woodman, p. 374). This forcing style relies on coercive power and dominance to resolve the conflict. In the forcing style, the person who is trying to resolve the conflict feels that one side must win and that one side must lose (Hellriegel, Slocum and Woodman, p. 374).
The accommodating style, according to Hellriegel, Slocum and Woodman, refers to “cooperative and unassertive behaviors” (p. 376). The accommodation style manifests itself as a long-term strategy to encourage cooperation by others, or as a submission to the wishes of others. The accommodator tries to reduce tensions and stresses by reassurance and support (Hellriegel, Slocum and Woodman, p. 376). This style shows concern about the emotional aspects of conflict, but does not deal with substantive issues -- this style simply results in covering up or glossing over the issue (Hellriegel, Slocum and Woodman p. 376).
According to Hellriegel, Slocum and Woodman, the compromising style refers to “behaviors at an intermediate level of cooperation and assertiveness” (p. 377). This style is based on give and take, which usually involves a series of concessions. This technique is commonly used and widely accepted as a means of resolving conflict.
A collaborating style refers to “strong cooperative and assertive behaviors. It is the win-win approach to interpersonal conflict handling” (Hellriegel, Slocum and Woodman, p. 376). In this stylistic approach to workplace conflict management, it is sharing, examining and assessing the reasons for the conflict that leads to the development of an alternative that is fully acceptable to everyone involved. This effectively resolves the conflict (Hellriegel, Slocum and Woodman, p. 377).
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