Conflict Resolution

Before embarking into conflict resolution approaches it is important to understand the concepts of conflict. Conflict that occurs in organisations need not be destructive, provided the energy associated with the conflict is harnessed and directed towards problem-solving and organisational improvements. However managing conflict effectively requires that all parties understand the nature of conflict in the workplace.

 What is conflict? The word conflict has been used to describe a broad range of interactive behaviours, which usually have negative connotations like battle, difference, struggle, dispute, fight, infringement or engagement. Hocker & Wilmot defined conflict as “An expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce rewards, and interference from the other party in achieving their goals”. Conflict is accepted as an inevitable part of any organisation although excessive levels are unacceptable. John Adair stated that, “to get everybody to agree is as unrealistic as saying that no solution is possible.” So conflict is an integral part of every day life and without it, life itself would be very unchallenging.

                                                                                    What forms of conflict are there and how do they affect people and organisations? Conflict within organisational behaviour can take many diverse forms, spreading itself throughout in a number of ways and different levels. For example within an organisation, conflict can occur between individuals, groups and departments. It can arise from the exercise of power and politics, emanate from particular leadership styles or from cultural changes. Conflict can be seen as a fundamental force that effects all situations in our lives today. Because it is so widespread and accepted in society it gives the basis for many theories, discussions and analysis on the subject. Even though there are many books, theories and information in existence, it still can be termed a very complex subject and very unpredictable, because it focuses primarily on human behaviour; i.e. personalities and characteristics and their reaction to many different situations such as social, political, personal, economic and psychological issues.

                                                                                    It is now known that not all organisational conflict is bad, conflict can be seen as a productive force, one to stimulate members of the organisation to increase their knowledge and skills, and also their contribution to organisational innovation and productivity. It is still important to understand that bad conflict (also referred to as dysfunctional conflict) can have serious consequences, even to the extent of closure of the organisation. The dysfunctional view of conflict is embedded in the notion that organisations are created to achieve goals by creating structures that perfectly define job responsibilities, authorities, and other job functions. In other words conflict implies that the organisation is not structured correctly or adequately designed.

 

The consequences of these types of conflict are that:

  • It can destroy the morale of the members
  • It can divert energy away from more important activities
  • It can polarise or divide people
  • It can cause tension, anxiety and stress
  • It can reduce trust and result in the withholding of information
  • It can reduce job performance, if parties in conflict are interdependent in carrying out their jobs.
  •  Conflict itself can become the focus of management’s attention, diverting valuable resources from the primary focus of running a business.
  • It can detract resources and time from reaching corporate goals
  • It can create a state of confusion or chaos for employees and management.
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Nowadays, organisations are accepting that conflicts can be good if managed properly, to stimulate staff to be creative in order to remain competitive in a fast growing cutthroat economy.

 This newer approach can present many problems for managers and organisations. Therefore it is vital that managers manage the situations by implementing conflict resolution approaches. This will reduce or eliminate the immediate conflict. Conflict resolution refers to a process, which has as its objective, the ending of the conflict between the disagreeing parties.

Kenneth Thomas (1976) distinguished five conflict resolution approaches, based on:

  • How assertive ...

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