Conflict Resolution Styles in Organizational Behaviour
Introduction
Conflict is a process that every one of us has experienced throughout our lifes. There are various definitions of conflicts as described by different authors but generally, conflict is a process whereby one individual’s interests is opposed or negatively affected by the other party (McShane et al. 2010). Workplace and organisational conflicts are usually more complex. Isenhart and Spangle (2000) points out that at the beginning the conflict may start because of improper placement of workers and their responsibilities in a workplace, but it may get worse if they faces unfair rules, ineffective management, unclear responsibilities or too much work assigned. Organisational conflicts can result in many possible outcomes, the negatives ones such as damaged employee relations, violence, increased tension between bosses and employees but it can have positive outcomes too such as increased employee-cohesiveness and increased motivation. How it will be achieved will be discussed through the elements of conflict and will be listed in greater details.
Ways in which people approach conflict
Avoiding
Avoiding is probably the fastest way of resolving a conflict but at the same time it is not the best way because most of the time the avoider will remain unhappy even after the conflict. It does not permanently resolve the conflict (McShane et al. 2010) and in my opinion it is just ‘postponing’ the problem to have it solved at a later date. McCollum et al. (2009) states that the person who is avoiding thinks that confronting the conflict will bring more trouble than it is worth. The avoider also decides to not deal with the conflict because he or she might not have the confidence to do so. This seems like the more popular choice amongst the five ways in which people approach conflict based on my experiences because people simply do not want unnecessary trouble or aggravate the problem, especially if it is a minor issue. Avoiding pays no attention in concerns of
Conflict is a process that every one of us has experienced throughout our lifes. There are various definitions of conflicts as described by different authors but generally, conflict is a process whereby one individual’s interests is opposed or negatively affected by the other party (McShane et al. 2010). Workplace and organisational conflicts are usually more complex. Isenhart and Spangle (2000) points out that at the beginning the conflict may start because of improper placement of workers and their responsibilities in a workplace, but it may get worse if they faces unfair rules, ineffective management, unclear responsibilities or too much work assigned. Organisational conflicts can result in many possible outcomes, the negatives ones such as damaged employee relations, violence, increased tension between bosses and employees but it can have positive outcomes too such as increased employee-cohesiveness and increased motivation. How it will be achieved will be discussed through the elements of conflict and will be listed in greater details.
Ways in which people approach conflict
Avoiding
Avoiding is probably the fastest way of resolving a conflict but at the same time it is not the best way because most of the time the avoider will remain unhappy even after the conflict. It does not permanently resolve the conflict (McShane et al. 2010) and in my opinion it is just ‘postponing’ the problem to have it solved at a later date. McCollum et al. (2009) states that the person who is avoiding thinks that confronting the conflict will bring more trouble than it is worth. The avoider also decides to not deal with the conflict because he or she might not have the confidence to do so. This seems like the more popular choice amongst the five ways in which people approach conflict based on my experiences because people simply do not want unnecessary trouble or aggravate the problem, especially if it is a minor issue. Avoiding pays no attention in concerns of