MANAGING CONFLICT IN COMMUNICATION

MANAGING CONFLICT IN COMMUNICATION

Conflicts arise under pressure of deadlines, increased work loads, fear of layoffs and unrelenting demand for higher productivity. Under such stress, workplace violence has been increasing and even in calm settings, routine business negotiations often turn ugly Conflicts are seen as a function of such workplace variables as personality , personal and professional relationships, cultural differences, working environments, demands of the market place and ofcourse competition.

DEFINITION OF CONFLICT

Conflict is a process that begins when someone perceives that someone has negatively affected, or is about to negatively affect, something that the first person cares about. Conflict is anytime we disagree to the point where we cannot go forward.

While opposition, incompatibility, and interaction are important ingredients in conflict, a perception of conflict is essential .

CONFLICT IN ORGANIZATIONS
1.

The traditional view a workplace without conflict was assumed to be a happy, productive workplace. The human relations view its a natural part of every organization. The interactionist view without a minimum level of conflict, no organization can change, adapt and survive the rigors of marketplace.

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SOURCES OF CONFLICT
Limited resources
Values, goals and priorities Poorly defined responsibilities Change Human drives for success

SENSING CONFLICT
Visualize
Give feedback Get feedback Define expectations Review performance regularly

BENEFITS OF DEALING WITH CONFLICT

Stronger relationship
Increased self respect Personal growth and development

Improved efficiency and effectiveness

Creative thinking Synergy and teamwork

STYLES OF MANAGING CONFLICT

Competing
Collaborating Avoiding Accommodating Compromising

FIVE STYLES OF CONFLICT MANAGEMENT

Assertive

Competing

Collaborating
Compromising

Assertiveness
Avoiding

Accommodating Cooperative

Unassertive
Uncooperative

Cooperativeness

CONFLICT RESOLUTION - WHAT SHOULD YOU DO

Listen, listen and listen some more Separate the people from the problem

Focus on interest not position

Recognize and accept the feelings of individuals involved Keep your own emotions in neutral Track the conflict to its source Communicate continually and frankly Get people together on the small stuff first Devise options for mutual gains Devise success in terms of gains rather losses Follow up to ensure success

WHAT IF YOU ARE THE PROBLEM

Control your anger; some suggestions are:

Acknowledge your anger Know what is provoking you

Check your own anger signals

Write a letter

Confide in a friend

CONCLUSION

Finally having said all that, keep two important things in mind
First many if not most conflicts resolve themselves before they become generalized workplace dilemas Second listen to employees, gather useful information, resolve disputes, make tough decisions. The more of it you do, the better youll get.