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Managing conflict in todays workplace is no bed of roses.
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Conflict is a normal and natural part of any workplace. When it occurs, there is a tendency for morale to be lowered, an increase in absenteeism and decreased productivity. It has been estimated that managers spend at least 25 percent of their time resolving workplace conflicts – causing lowered office performance.
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Conflict Management and Negotiation- Ch.21 Brenna Lynch, Elizabeth Adams, Dominique Barnes Conflict: Conflict -internal or external discord that results from differences in ideas, values, or feelings between two or more people. Can be created by a difference in: Economic values, professional values, competition, limited resources, poorly defined role expectations *Can you think of a time that you experienced conflict within your work environment? Conflict is not always a negative experience. It is naturally occuring and expected. Amplified positive outcomes can come from conflict. “Conflict is neither good nor bad, and it can produce growth or destruction, depending on how it is managed”. Conflict Resolution- Negotiation is a conflict resolution strategy. Skills necessary to manage conflict effectively can be learned! Conflict may be used as a conduit for growth, innovation, and productivity within a workplace. Conflict has both a qualitative and quantitative nature! “Directing” management: Conflict also has a qualitative nature. A person may be totally overwhelmed in one conflict situation yet can handle several simultaneous conflicts at a later time. The difference is in the quality or significance of that conflict to the person experiencing it. Although quantitative and qualitative conflicts produce distress at the time they occur, they can lead to growth, energy, and creativity by generating new ideas and solutions. If handled inappropriately, quantitative and qualitative conflicts can lead to demoralization, decreased motivation, and lowered productivity. The Conflict Process: Before managers can or should attempt to intervene in conflict, they must be able to assess its five stages accurately. The first stage in the conflict process, latent conflict, implies the existence of antecedent conditions such as short staffing and rapid change. In this stage, conditions are ripe for conflict, although no conflict has actually occurred and none may ever occur. Much unnecessary conflict could be prevented or reduced if managers examined the organization more closely for antecedent conditions. For example, change and budget cuts almost invariably create conflict. Such events, therefore, should be well thought out so that interventions can be made before the conflicts created by these events escalate. If the conflict progresses, it may develop into the second stage: perceived conflict. Perceived or substantive conflict is intellectualized and often involves issues and roles. The person recognizes it logically and impersonally as occurring. Sometimes, conflict can be resolved at this stage before it is internalized or felt. In an environment characterized by open communication and mutual support, many conflicts can be resolved simply by pointing out that a potential or actual problem exists. The third stage, felt conflict, occurs when the conflict is emotionalized. Felt emotions include hostility, fear, mistrust, and anger..
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Falcon Invoice Discounting: Empowering Your Business Growth
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Falcon Invoice Discounting: The best investment platform in india for investors
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Team development stages
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Factors influencing team
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The four steps
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