CONFLICT MANAGEMENT

MODULE 8

“If conflicts are poorly managed, productivity suffers, goals may not be achieved, and
negative outcomes including employee turnover can result.”

One style of conflict management is the "cooperation" approach, where the

manager attempts to create cooperation and teamwork among the members of a team
who have a conflict. This approach is usually successful when all the members are open
to suggestion and cooperation, and want to alleviate their differences. The key to
cooperation in conflict management is to find and approve of common answers that will
resolve issues while creating cooperation and cohesiveness between team members.
Managers must be open to early mediation and problem solving, so that conflicts do not
spiral out of control. Negotiation should also begin early, and everyone involved in the
conflict should be part of the negotiation process. It must be realized that while
negotiation can bring positive results, it may not result in the final process being
agreeable to everyone, but it should meet enough criteria to create a new and
harmonious situation, rather than A manager who uses the cooperation form of conflict
management will interact with his or her team, and is open to accommodation and
change. Their concern for others and for the success of the project is their primary goal,
and they use effective and honest techniques to manage conflicts and misunderstandings.
They also understand the value of compromise if it is necessary, and are accommodating
rather than assertive in their management and conflict resolution techniques.

Conflicts within the workplace are relatively common, and as managers and
leaders, conflict resolution skills are essential. If conflicts are poorly managed,
productivity suffers, goals may not be achieved, and negative outcomes including
employee turnover can result. As a result, the ability to recognize and overcome tensions
and to resolve conflicts constructively are necessary for organizational success (Day &
Leggat, 2015). Specifically, instances where organizational change must occur can result
in issues of conflict. In today’s environment of rapid change, such occurrences are not
uncommon. However, through effective interpersonal skills and conflict resolution
approaches, positive outcomes can be realized while enhancing the overall organizational
culture (Day & Leggat, 2015). By examining specific experiences in this regard, effective
strategies in conflict resolution can be better appreciated. Over the course of past work
experiences, instances of internal conflicts among organizational members have been
identified. In addition, managerial approaches to these conflicts have also been noted.
One particular instance involved the decision and adoption of new technologies for the
office involving a new office software system. While most members were in agreement
that a new system was needed for better operations, some opposed any change in
general.

Many people do their best to avoid conflict at all costs, but it is an occurrence that
everyone must deal with from time to time. Understandable, the avoidance of conflict is
glamorous, however learning how to handle the conflicts can make them seem less
bothersome. Learning how to manage conflict is a key factor in becoming a manager and
the execution of that learning can be very different from manager to manager. Shanker
(2013) describes conflict management styles as an equation involving the disposition of
the manager, range of situations the manager finds themselves in, specific strategies,
and individual intentions. Every manager is different in their conflict management style,
but the act of confrontation is present in most conflicts.

An organization’s reward system can be a source of conflict, particularly if the

organization sets up a win-lose environment for employee rewards.

Image of gold, silver, and copper trophies set on risers indicating first, second,
and third place. For instance, an organization might set a standard where only a certain
percent of the employees can achieve the top ranking for raises and bonuses. This
standard, not an uncommon practice, creates heavy competition within its employee
ranks. Competition of this nature often creates conflict.
 Other forms of rewards that might incite conflict include employee of the month
or other major awards that are given on a competitive basis.

Conflict can occur between two employees, between a team of employees, or

between departments of an organization, brought about by the employees, teams, or
organizations themselves. Now that we understand conflict, we’re ready to take on
negotiation. It’s different from conflict, but it’s easy to see how some of the skills one
uses to be a great negotiator are snatched from conflict resolution.