FOUNDATIONS OF CONFLICT MANAGEMENT

Abstract

The effect of interpersonal conflict on team performance will be examined, in terms of the most salient types of conflict in the workplace; whether the Chinese setting can be generalized to U.S. work environments; and recommendations for conflict resolution remedies in the workplace.

Introduction

Disagreement and differences of opinion are regular occurrences not only in the workplace, but in our everyday lives. In fact, disagreement is often the vehicle by which creative and cutting edge ideas are generated. Conflict is something different altogether. Where disagreement can be an expression of confidence, enthusiasm, or caring, conflict is an expression of frustration, self-consciousness, and anger. It is important to identify workplace conflict, understand how it arises and how to most effectively resolve it. Recognizing and understanding what causes conflict in the workplace during its early stages, is the key to a quick resolution of the issue.

Types of Conflict

The most salient types of conflict in the work place can be categorized as “substantive conflict” and “personalized conflict”. Substantive conflict deals with disagreements among members of the organization about the content of the tasks being performed or the performance itself. The conflict occurs when the members meet a specific challenge and cannot agree on the cause or a proper solution. The differing views may be based on personal opinion, though typically each view is based on some type of knowledge the individual possesses or stems from a past experience of the individual. Substantive conflict can lead to the development of new or unique ideas to meet challenges or accomplish goals. When properly managed, this type of conflict can be healthy for an evolving organization.

Personalized conflict deals with interpersonal