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❶Imagine a group where two ideas were not identified and no new issues were discussed. Regardless of race, religion, gender, age or other orientation always treat people equally

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Free Example Essay on Conflict Resolution

There might very well be no way to see that both issues get resolved, but it is important that the group feels comfortable to bring up different perspectives and ideas for everyone. If everyone went along with the norm, there might be stagnation within the group and people would not feel the desire to change anything. If an individual feels they can contribute a new idea in a better way, it can only lead to good things.

Imagine a group where two ideas were not identified and no new issues were discussed. There would not be any conflicts, but at the same time, no new, and possibly better ideas would be uncovered. Identifying conflicts within a group is relatively easy and can be dealt with in various productive ways. However, what does someone do when they experience personal conflict with someone else?

If someone is allowing personal opinions and feelings to influence their job performance, that is something which must be identified and handled immediately. Maybe an individual does not like the way someone dresses, the kind of car they drive, the kinds of hobbies they enjoy or other non-work related issues.

These personal differences can become great conflicts throughout the company, if they are not identified and handled properly. Interpersonal conflicts are probably the number one issue within society.

They can influence our lives both professionally and personally. This type of conflict can be identified in all aspects that we experience. One can let a personal grudge contribute to their workspace and this type of negativity can lead to a non-beneficial work process for the entire company, if it is not properly identified. Identifying conflict among organizations can lead to even greater disaster in the work environment. This type of conflict may sometimes influence millions of dollars and may even lead to the downfall of a company, if it is not identified.

Once both sides have presented their issues, how can it be resolved? This is a question many companies must deal with. An important source of advertising revenue might also be lost for a company, if there is a stigma of conflict attached to a company. There might not be a market for them to make money, if people have negative issues associated with a company and they have allowed these issues to blossom into media problems.

The possibilities for these large issues affecting a company are endless, which is why it is important to identify conflict right away and begin to work on a positive solution.

Identifying issues can take on a wide variety of forms. Personal issues, work group related issues and even interorganizational issues are all able to be both beneficial and harmful to a company. Properly identifying them in a clarifying format is the first step.

Once theses issues are identified and one can see how they impede productivity, then they may be resolved in a way that is satisfactory for everyone involved. Most people feel uncomfortable about conflict. Some people may think that all conflict is non-productive. However, research has shown that the certain forms of conflict can stimulate thinking and viewpoints and is often an important part of the teaming process. There are two main categories of conflict, constructive and destructive.

Within each category, there are four identified issues that usually cause conflict: The higher the level of conflict, the more personal it becomes and non-productive it can be Leigh Thompson, et al. Destructive conflict; also known as Affective or A-type conflict Leigh Thompson, et al. A-type conflict causes the person to lose focus of team goals and issues while closing the mind to new ideas and opinions.

Other effects of A-type conflict may cause witnesses to the negative behavior to limit their future views, ideas, and suggestions. Productive conflict; also known as Cognitive or C-type conflict Leigh Thompson, et al. If team members are educated on how to recognize and handle this type of conflict, C-type conflict can help stimulate creative thinking, causing people to think in different ways and arrive at different solutions while not being afraid to express those viewpoints and opinions to team members.

To get the best result often means looking at a situation from several different points of view. The key to C-type conflict is to keeping it impersonal. Nothing good can come from A-conflict and there is much to be gained from C-type conflict. How do you discourage one and encourage the other is the question.

Key factors for promoting an atmosphere where C-type conflict prospers and A-type conflict is stunted, lies with the teams understanding of conflict to begin with. Key elements of any charter must include the handling of conflicts combined with early education of team members as to how to handle conflict situations.

Conflict education is an effective way to reducing A-type conflict while encouraging team members to express varying viewpoints and opinions. There are many misconceptions about conflict. The first being, conflict is abnormal. Whenever there are multiple individuals striving to solve a problem or interpret a message, or define a goal, there is going to be a difference of opinions that will lead to conflict.

When people understand that conflict exists and resolution is perused, then unity can replace conflict Leigh Thompson, et al. Another misconception is that conflicts and difference of opinions are the same. A difference of opinion is usually temporary and usually a result of misunderstandings, which can be resolved by clarification.

Conflict is more severe and not as easily defined or clarified Leigh Thompson, et al. Many people think conflict is a result of differences in personality. Personality differences themselves do not cause conflict. People with different types of personalities tend to bring different perspectives and points of views.

If team members can recognize this as a positive attribute for the team, these differences can stimulate thinking and possible solutions. It is when those differences are played out through behavior and emotion that conflict can occur Leigh Thompson, et al. Anger is often mistaken for conflict. Because conflict and emotions are involved in most conflict situations, people tent to associated all anger with conflict. Even if a voting method is agreed on, it my not yield a decision or may not yield a dingle decision.

Finally, because voting does not eliminate conflicts of interests, but rather provides a way fro members to live with conflict, such decisions may not be stable. In this sense voting masks disagreements within teams, potentially threaten long-term group and organizational effectiveness. The most common voting procedure is majority rule. However, it presents several problems in the attainment of consensus. Despite it democratic appeal, majority rule does not reflect the strength of individual preferences.

The vote of a person who strongly supports the issue, counts the same as the individual who is virtually indifferent. Consequently, majority rule does not promote creative tradeoffs among issues. One of the most successful keys to conflict management is the ability to make tradeoffs between issues under discussion. When teams discuss only one issue at a time and vote on outcomes under consideration, this results in less profitable outcomes than when teams discuss issues simultaneously and seek consensus.

Unanimous decision-making is time consuming, it encourages team members to consider creative alternative to expend the size of the pie and satisfy the interest of all members.

Unanimous rule can also present a problem. When an individual refuses to compromise he or she can force decisions on the entire group. Negotiation is necessary when no one can dictate a solution.

Team members must agree for any decision to be binding. Conflicts can become very costly and time consuming if not worked out with in a short amount of time. The strategy of multiple offers can be effective with the most uncooperative of negotiators.

This strategy involves presenting the other party with at least two proposals of equal value to you. The other party is asked to indicate which to the proposals they prefer. This should reveal information about how the other side values trade offs between different components of the negotiations.

There are psychological benefits as well; when people believe they have more choices, they are more inclined to cooperate. Many people make the mistake of relying solely on intuition. This mistake leads to faulty assumptions about what other people want. In fact, intuition is almost completely unrelated to how well people actually do in negotiations.

Conflict will always arise in life but the main idea that people have to understand is how people handle the situation. People may use the right way of solving a conflict or they might use the wrong approach to solving a conflict.

Some of the points that you might not want to do when conflict occurs are timing, personalizing, brown bagging, and not listening. The first point is timing. People should pick the right time to have an argument. If you think about this, it seems good because all of these ideas would just make people argue even more and nothing would get resolved.

If there is a problem, and then people should set some time away where there would be no distractions and resolve the conflict. The term brown bagging is a major key in conflict because people try to list as many things wrong as they can think of in as much detail they can.

People do not limit themselves to the present because they will bring up things that already happened in the past that they have not gotten over. One of the last key points is listening. Many people who have conflict, some of the people do not want to listen to what the other person has to say. This is a main issue because if nobody listens to one another, then the conflict will never be resolved.

The people will be stuck in their ways and nobody will win in the situation. When it really comes down to resolving a conflict, the main things you need to know are what you want out of the situation. There is a difference between what you want and what you need to resolve the conflict. Emotions make us do things that might make it harder to resolve the conflict or prolong it.

People should concentrate on the pros and cons of the conflict and what they will gain by winning the conflict or losing. There should be a medium ground where people could come to an agreement where both people are happy. Some methods that people use are by forcing the issue. People are successful when they get what they want by using force on them but it mostly at the expense of the other person.

Most people who use this quality are usually aggressive. Another key that people do is withdrawal. Conflict is resolved when one person attempts to satisfy the concerns of the other by neglecting his or her own interests.


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- Conflict Resolution in Groups Conflict resolution has been researched, analysed and discussed for many years; however, it is only until recently that psychologists have .

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Conflict Resolution Strategy Used The conflict management demonstrated by the parties involved is avoidance. According to Kelly , there is a disadvantage of this conflict management method. “Ignoring the conflict can create a bigger conflict than anticipated, and the source of the problem is more important to one of the parties than the other” .

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Conflict Resolution approaches implemented in Yugoslavia conflict INS Conflict Management and Resolution Dr. Bouzidi Prepared by: Ismail khejjou Monday, March 16, 1 The emergence of Conflict Resolution is . When conflict resolution is considered necessary, there are phases (Johnson and Johnson, ), which can help in resolving conflict. These phases are: collect data, probe, save face, discover common interests, reinforce, negotiate, and solidify adjustments. Then there are strategies (Johnson and Johnson, ), which can help .

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