Conflicts Resolving

Topics: Perception, Dispute resolution, Emotion Pages: 3 (1070 words) Published: April 28, 2013
One of the frequent source of conflict is the distinction between the line and the staff units within the organisation. Line units are involved in operations that are directly related to the core activities of the organization. For example, production department would be a line unit in a manufacturing organization and sales department would be considered a line unit in a customer oriented service organization. Staff units are generally in an advisory capacity and support the line function. Examples of staff departments are legal department, public relations, personnel and R & D. The conflicts between two units arises because of different perceptions about their roles and rsponsibilities. Since staff generally advises and the line decides and acts, the staff often feels powerless and resents this lack of control. Similarly, line is resentful because of the status and prestige gift upon staff.These perceptions cause conflicts between the two. In order to resolve this conflict executive must follow the certain rules as follows * Be calm. Conflict usuually callforth strong emotions and even anger but, in such a state, you are unlikely to be particularly rational or in the mood for compromise. * Always show respect. However much you disagree with someone, attack the argument, not the person. * Be magnanimous. In truth, most conflict is over matters of little substance and often it is mostly pride or status that is at stake. Consider conceding the point to your opponent. This will save you time and energy and you can concentrate on the important issues of difference rather than the smaller ones. * Discuss or debate. So often, conflict is created because there is no real discussion or debate. We make assumptions about the other person's point of view and willingness to compromise which might be quite wrong. * Apply rationality. Much conflict is not about substance but perception. Try to clear through the perception to...
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