The Conflict Process Model and Its Application in Organisational Settings
Introduction
This essay endeavours to not only discuss the elements of the conflict process model such as the reasons or sources that can trigger conflict in an organisational setting, with particular reference to behavioural factors and what positive and negative impacts that can thus be resulted, but will also discuss the different behavioural characteristics and mechanisms that various cultural backgrounds reveal in order to manage conflict. It will further evaluate the consequences and drawbacks from stereotyping particular cultural groups and analyse the role and responsibility of the management in understanding the cause of conflicts and specifically cross-cultural conflict and how they could be solved effectively.
Conflict process model
Conflicts are the issues that arise between different parties in an organisation that can cause a rift between the workers. Conflict is instigated by many different sources such as incompatible goals, poor communication or scarce resources, which is outlined in the Model of Conflict Process, refer to figure 11.1 (McShane, Olekalns & Travaglione 2010, p. 415). The model outlines the process of a typical conflict beginning with the sources and ending with the possible positive or negative impacts on the workplace. The model allows for relapses or as it describes ‘ conflict escalation’, where the conflict is not resolved and refers back to the perceptions and emotions, thus showing a conflict cycle. In reference to an organisational setting, it is important for management to be aware of a conflict model so they understand the process and cycle of conflict. It can assist them in making better decisions or resolving issues and therefore reducing the chance of escalation. However, it must be taken into account that although it is logical to apply the conflict process model to workplace problems, when emotions become involved, better judgement or logicality may become skewed or clouded. Therefore, management need to enforce
This essay endeavours to not only discuss the elements of the conflict process model such as the reasons or sources that can trigger conflict in an organisational setting, with particular reference to behavioural factors and what positive and negative impacts that can thus be resulted, but will also discuss the different behavioural characteristics and mechanisms that various cultural backgrounds reveal in order to manage conflict. It will further evaluate the consequences and drawbacks from stereotyping particular cultural groups and analyse the role and responsibility of the management in understanding the cause of conflicts and specifically cross-cultural conflict and how they could be solved effectively.
Conflict process model
Conflicts are the issues that arise between different parties in an organisation that can cause a rift between the workers. Conflict is instigated by many different sources such as incompatible goals, poor communication or scarce resources, which is outlined in the Model of Conflict Process, refer to figure 11.1 (McShane, Olekalns & Travaglione 2010, p. 415). The model outlines the process of a typical conflict beginning with the sources and ending with the possible positive or negative impacts on the workplace. The model allows for relapses or as it describes ‘ conflict escalation’, where the conflict is not resolved and refers back to the perceptions and emotions, thus showing a conflict cycle. In reference to an organisational setting, it is important for management to be aware of a conflict model so they understand the process and cycle of conflict. It can assist them in making better decisions or resolving issues and therefore reducing the chance of escalation. However, it must be taken into account that although it is logical to apply the conflict process model to workplace problems, when emotions become involved, better judgement or logicality may become skewed or clouded. Therefore, management need to enforce