The ability to manage conflict is undoubtedly one of the most important skills a manager needs to possess

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Conflict Lecture

The ability to manage conflict is undoubtedly one of the most important skills a manager needs to possess A study of middle- and top-level executives revealed that the manager spends approximately 20% of his or her time dealing with conflict. In most management development programmes; conflict management was being more important than decision making, leadership or communication.

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DEALING WITH CONFLICT

Conflict

“Conflict is defined as perceived incompatible differences that result in interference or opposition.”

The traditional view of conflict is that all conflict is bad and must be avoided. but also that some conflict is absolutely necessary for an ithin the organisation to perform effectively. We label this isolationist view of conflict.

Human relations view is that conflict is a natural and inevitable outcome in any organisation.

Interactionist view of conflict that some conflict is necessary for an organisation to perform effectively. The interactionist view does not propose that all conflicts are good. Rather some conflicts support the goals of the organisation; these are functional conflicts of a constructive form. However, some conflicts prevent an organisation from achieving its goals; these are dysfunctional conflicts and are destructive forms.

Functional conflict supports the organisation’s goals.

Dysfunctional conflict can prevent an organisation from achieving its goals.

Conflict strategies        

When you become engaged in a conflict, two major concerns you have to take into account are:

1        achieving your goals. Each person has personal goals that he or she wishes to achieve. You are in conflict. You are in conflict because your goals conflict with other person’s goals. Your goal may be placed on a continuum from being of little importance to you being highly important.

  1. Maintaining a good relationship with the other person(s). Some relationships are temporary while some are long term. Some long-term relationships are vital and others are peripheral. Your relationship with the other person may be place on a continuum from being of little importance to you to being highly important.

As a manager

  • Be aware of your underlying conflict-handling style
  • Be judicious in selecting the conflicts that you want to handle

  • Not every conflict is worth your time and effort to resolve. While avoidance might appear to be a ‘cop-out’, it can sometimes be the most appropriate response. You can improve your overall management effectiveness, and your conflict-management skills in particular by avoiding trivial conflicts. Choose your battles judiciously, saving your efforts for the ones that count.
  • Evaluate the conflict players

If you choose to manage a conflict situation, it’s important that you take the time to get to know the players. Who is involved in the conflict? What interests does each party represent? What are each player’s values, personality, feelings and resources? Your chances of success in managing a conflict will be greatly enhanced if you can view the conflict through the eyes of the conflicting parties.

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  • Assess the source of conflict

Conflicts have causes. Since your approach to resolving a conflict is likely to be determined largely by its causes, you need to determine the source of the conflict. Research indicates that conflicts have varying causes, they can generally be separated into three categories: communication differences, structural differences and personal differences

  • Communication differences

        Communication differences are disagreements arising from semantic difficulties, misunderstandings and noise in the communication channels. What might first look like an interpersonal conflict based on poor communication is usually upon closer analysis, to be a disagreement caused by ...

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