Conflict Management Technique
Conflict Management Technique
Conflicts have both positive and negative sides. The conflict management techniques are divided into two parts. The first one is conflict resolution technique and the second one is conflict stimulation techniques, which are given below:
Conflict Resolution Techniques
- Superordinate goals,
- Expansion of resources,
- Authoritative command,
- Altering the human variable, and
- Altering the Structural variables.
Face-to-face meetings of the conflicting parties for the purpose of identifying the problem and resolving it through open discussion.
Creating a shared goal that cannot be attained without the cooperation of each of the conflicting parties.
Expansion of resources-
When a conflict is caused by the society of a resource say, money, promotion opportunities, office space- expansion of the resource can create a win-win solution.
Withdrawal from, or suppression of the conflict.
Playing down differences while emphasizing common interests between the conflicting parties.
Each party to the conflict gives up something of value.
Management uses its formal authority to resolve the conflict and then communicates its desires to the parties involved.
Altering the human variable-
Using behavioral change techniques such as human relations training to alter attitudes and behaviors that cause conflict.
Altering the Structural variables-
Changing the formal organization structure and the interaction patterns of conflicting parties through job design, transfers, the creation of coordinating positions and the like.
Conflict Stimulation Techniques
- Bringing in outsiders,
- Restructuring the organization, and
- Appointing a devil’s advocate.
Using unambiguous or threatening messages to increase conflict levels.
Bringing in outsiders-
Adding employees to a group whose backgrounds, values, attitudes, or managerial styles differ from those of present members.
Restructuring the organization-
Realigning workgroups, altering rules and regulations, increasing interdependence, and making similar-structural changes to disrupt the status quo.
Appointing a devil’s advocate-
Designating a critic to purposely argue against the majority positions held by the group.
Tips for Resolving Conflict Situations
To manage conflict effectively you must be a skilled communicator. That includes creating an open communication environment in your unit by encouraging employees to talk about work issues. Listening to employee concerns will foster an open environment.
Make sure you really understand what employees are saying by asking questions and focusing on their perception of the problem.
Whether you have two employees who are fighting for the desk next to the window or one employee who wants the heat on and another who doesn’t, your immediate response to conflict situations is essential.
What Is Conflict Resolution?
Conflict resolution is the process by which two or more parties reach a peaceful resolution to a dispute. Conflict may occur between co-workers, or between supervisors and subordinates, or between service providers and their clients or customers. Conflict can also occur between groups, such as management and the labour force, or between whole departments.
Some conflicts are essentially arbitrary, meaning it doesn’t matter who “wins,” only that the problem is resolved so everyone can get back to work.
But some conflicts reflect real disagreements about how an organization should function.
The Conflict Resolution Process
The resolution of conflicts in the workplace typically involves some or all of the following processes:
- Recognition by the parties involved that a problem exists.
- Mutual agreement to address the issue and find some resolution.
- An effort to understand the perspective and concerns of the opposing individual or group.
- Identifying changes in attitude, behavior, and approaches to work by both sides that will lessen negative feelings.
- Recognizing triggers to episodes of conflict.
- Interventions by third parties such as Human Resources representatives or higher level managers to mediate.
- Willingness by one or both parties to compromise.
- Agreement on a plan to address differences.
- Monitoring the impact of any agreements for change.
- Disciplining or terminating employees who resist efforts to defuse conflicts.
- Conflict in Organisation- Positive & Negative Effects
- Leadership: Definition, Nature, Styles of Leadership
- Organisational Change & its Sources of Change
- Why Employees Resist Change in the Workplace
- Errors in Perception (Perception in Organisational behaviour)
- Attitude in Organisational Behaviour- Definition, Process of Formation
- Approaches to Organizational Behaviour
- Processes to Modify and Integrate Organisational Behaviour
- Contingency Approach to Management
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