...on the topic of conflict management to identify the most effective strategy of managing conflict in the workplace. Conflict is inevitable as no two individuals have same ideas, attitudes, or actions. Because of these differences, incompatibility or disagreement arises which can harm the individuals as well as the environment. It is important to understand the reasons and types of conflict to resolve it effectively. Pinkley (1990) says that conflict is a process that begins when an individual or group perceives differences and opposition between oneself and another individual or group about interests, beliefs, or values that matter to them. However, Deutsch (1973) and Tosvold (1998) define conflict as an incompatible activity where one person’s action interferes, obstructs, or in some way gets in the way of another’s actions. The focus of the research is the condition that describes conflict as an unmatched activity. Furthermore, Boulding (1962) describes conflict as a situation of competition in which parties are aware of the incompatibility of potential future positions and each party wishes to occupy a position that is incompatible with the wishes of the other. The article also emphasis on the consequences of the incompatibility of the future and provides a comprehensive meaning of conflict. According to Zarankin (2008), conflict is defined as the incompatibility between an individual’s desire and action and those others who create a challenge to manage the incompatibility...
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...learning to work together as a team is developing the skill of communicating with and trusting the members of the team. When forming a team, one must keep in mind and try to create an environment where individuals can learn how to communicate and trust each other. Building a team and teamwork in organizations will most likely be the greatest accomplishment a manager or leader can reach. Belonging to a team is result of feeling part of something larger than one person. It has a lot to do with understanding the mission or objectives of the organization. This paper will explain the difference between team and group, how to build successful team, and how to manage team conflict. Difference between a Team and a Group According to the article The Difference between a Team and a Group, the author cites The Wisdom of Teams in defining a team which states "A team is a small group of people with complementary skills and abilities who are committed to a common goal and approach for which they hold each other accountable." (Mackin, 2009). The author says a team consists of seven to twelve individuals. Usually, members of the team have a common goals, and responsibilities. Sometimes team members don’t have the same skills but working together they are capable of accomplishing their goals. Teams don’t wait their leaders to tell them what their goals and objectives are instead they take responsibility, and share roles. The foundation of a team is common commitment. Teams develop direction...
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...Conflict Resolution Chrissy Rust BSCOM/100 July 6, 2015 Mary Lee Cunill Conflict Resolution The beauty of people is that no two are the same. If everyone believed, acted and thought the same this would be a very boring existence. One of the best things about us being individuals is that we each bring something special and unique to the table. I learn so much from the people in my life, ways of thinking or acting that vary from my own. While it is a wonderful thing to being exposed to all sorts of different thought paths, or ways of communicating, it can cause some conflict. Conflict is inevitable and when handled properly does nothing but enhances the quality of relationships. Specifically when working in groups, you have many different ideas and approaches to handling the workload, as well as many different personalities at play. There are distinct and successful ways to handle conflict, which will resolve it effectively and civilly. Within the confines of a team assignment, you will have many occasions for conflict to arise. Let’s say a team member is late meeting a deadline, doesn’t cite their sources, submits work that is below the team standards, or worst of all just flat out doesn’t submit or do their portion of the assignment at all. When approaching this conflict, it is important to manage your emotions. If you come at your team member with anger or an accusatory tone you set yourself up for a destructive conflict. If you handle the situation poorly, it is likely...
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...CONFLICT MANAGEMENT How do we manage conflict so the organization and personnel don’t suffer? Can we actually derive benefits from conflict? The purpose of this paper is to answer these questions and give you insight into the options available to managers for the successful management of conflict. Conflict is inevitable in every organization and often times necessary to ensure high performance. Ken Thomas defined conflict as the process that results when one person (or a group) perceives that another person or group is frustrating, or about to frustrate, an important concern. (Thomas: 891) Conflict involves incompatible differences between parties that result in interference or opposition. Such differences can serve as a motivator for positive change or cause decreases in productivity. Conflict, therefore, can be constrictive or destructive. Conflict is destructive when it produces barriers to cooperation, destroys morale and diverts energy from important tasks and issues. It is constructive when it leads to a solution of a problem or a higher level of understanding and communication between individuals or groups. So then we can say that conflict is both constructive and destructive it just depends on how you manage it. In the past, managers were trained to avoid conflict because of the negative repercussions that sometimes resulted. Today however, many management trainers are advocating that since there are some benefits derived from having conflict...
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...stages a group of individuals may go through when becoming a team and how conflict can be evident and overcome during the process. Teams go through stages of development. The most known structure for a team’s stages of development was developed by Bruce W. Tuckman. The four stages he described: forming, storming, norming and performing are a helpful structure for recognising a team’s behavioural patterns. Stage 1: forming This is the stage in which the group gets together the team will get to know its goals, directions roles etc., during this stage100 the team members are usually exited to be part of the team at the same time they could feel anxious about if they will fit into the team and where there performance can take them. Bruce W. Tuckman described this stage as; “Groups initially concern themselves with orientation accomplished primarily through testing. Such testing serves to identify the boundaries of both interpersonal and task behaviours.” Stage 2: storming The team will start to move towards its goals, however during this stage disagreements about goals, expectations, roles and responsibilities will be openly expressed. This could then lead to a conflict as members may express frustration about constraints that slow the teams progress, this will lead to further arguments and the team could become critical of the teams original mission or goals. During this process conflict will be evident. The team may need to develop both task related skills and group process...
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...issues in a work group? How can managers bring unspoken conflicts into the open without making them worse? If managers recognize that in some situations conflict can be beneficial, what can they do to manage conflict effectively in their organizations? Let’s look at some approaches organizations are using to encourage their people to challenge the system and develop fresh ideas. One of the keys to minimizing counterproductive conflicts is recognizing when there really is a disagreement. Many apparent conflicts are due to people using different language to discuss the same general course of action. For example, someone in marketing might focus on “distribution problems,” while someone from operations will talk about “supply chain management” to describe essentially the same issue. Successful conflict management recognizes these different approaches and attempts to resolve them by encouraging open, frank discussion focused on interests rather than issues (we’ll have more to say about this when we contrast distributive and integrative bargaining styles). Another approach is to have opposing groups pick parts of the solution that are most important to them and then focus on how each side can get its top needs satisfied. Neither side may get exactly what it wants, but both sides will get the most important parts of its agenda. 39 Groups that resolve conflicts successfully discuss differences of opinion openly and are prepared to manage conflict when it arises....
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...CHAPTER ONE INTRODUCTION 1.1 Introduction: Organizational conflict and management involves all types of conflict that occurs in organization and management of this conflict. The present study explored and compared various conflict and their management practice in organizations. The present study also aimed at assessing how much of commitment in the company can be attributed to conflict management practices. 1.2 Keyword: Organization, conflict, management, inters intra. 1.3 Objective I. To learn more about conflict and conflict management. Listening, oral, communication, interpersonal communication, and teamwork rank near the top of skills that employers seek in their new hires. II. To learn to manage and resolve conflict effectively. III. To make conscious effort to change our conflict management style. IV. All team members need to know their conflict styles, conflict intervention methods, and strategies for conflict skill improvement. 1.4 Scope of the Study This study covers the various types of conflict that take place in organization. This study also discuss about various Strategies, Criteria, styles, Process of conflict. 1.5 Limitation: Conflict in organization is a vast matter. Conflict is different in different organization.Management is also different in different organization. But we consider general organization for conflict and their management. 1.6 METHODOLOGY OF THE STUDY This study is based on both primary and...
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...Introduction Conflict is inevitable in any work environment due to inherent differences in goals, needs, desires, responsibilities, perceptions, and ideas. According to Danna & Griffin (1999), persistent conflict at work is detrimental to the work climate and negatively affects individual’s physical and psychological well-being, resulting in increased turnover and absenteeism, reduced co-ordination and collaboration, and lower efficiency. However, the most common triggers of situations of conflict are: communication problems, organizational structure, role disputes, lack of resources, misunderstandings, and lack of professional commitment among others (Santiago et al. 2009). Conflict is commonly perceived as being a negative issue. However, the experience of dealing with conflict can lead to positive outcomes for nurses, their colleagues and patients. Conflict that is managed effectively by nurses can lead to personal and organizational growth. Therefore, well-managed conflict resolution, which may include the use of strategies such as clinical supervision and individual reflection, can be used to stimulate creativity and innovation in the team, in the medium to long term, which can positively impact on patient care (Hocking, 2006). Team members who are able to learn to resolve their differences and turn conflict into such a learning experience are helping to build a learning culture in their workplace. Success, in turn, further strengthens relationships and individuality...
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...Administration Dr. Bob 2 July 2012 Team and Team Processes In the following paper I will identify a minimum of three interventions to recommend that address the concerns expressed by Nurse B. The following are the three interventions that I will speak about: conflict management, role conflict, and striving toward the same goal. In closing I will support the recommended interventions with justification/explanation. A group consists of two or more people who interact with each other and share a common purpose (Erofeev, Glazer, & Ivanitskaya, 2009). A team is a type of group (Erofeev, Glazer, & Ivanitskaya, 2009). Teams are an essential part of any organization, especially within the healthcare organization. Each individual on a team plays a vital role in ensuring that all needs are met, task are completed daily and patients are being cared for properly. Teamwork and collaboration between all health professionals results in high quality clinical care, and increased job satisfaction for staff (Begley, 2009). When team members do not agree on the same goal, conflicts will arise. It is important for healthcare managers to control and management all conflicts within the organization. The key to successful conflict management is for both sides to try and solve the problem instead of trying to prove the other side wrong. In the case study presented, Nurse B voices concerns about working with fellow staff members of the surgical team. The atmosphere and moral for the...
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...Performance Through Motivation and Conflict Management Motivating employees to work is a challenge that leaders and managers must cope with. Intrinsic and extrinsic rewards come into play according to some motivational theories. Organizations practice different concepts to manage employees and accomplish daily operations. Many factors cause conflict in organizations. Organizations use conflict management strategies to resolve disputes in the workplace. Motivating employees and managing conflict influence the performance of an organization. Using motivation theories and conflict management strategies helps organizations achieve its mission and goals. Evaluating Behavior Maslow’s hierarchy states there are five employees’ needs that must be met in order for them to work at their full potential, physiological, safety, social, esteem, and self-actualization (Nayab, 2011). Management must try to accommodate each employee’s behavioral need, and give them something tangible to attain in the workplace. Whatever the employee’s needs are, levels of management must identify what motivates employees so the organization can benefit. Alfred Alderfer took Maslow’s theory and gave it a twist, existence, relatedness, and growth (Nayab, 2011). Acknowledging an employee for his or her contribution is essential to his or her existence, and furthermore motivates the employee to continue to excel. Employees are also socially motivated. Managers should encourage...
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...‘How may conflict resolution and conflict management approaches be applied in educational settings?’ Abstract This assignment will review the nature of conflict, from psychologist theories to what form it takes in an educational setting. In order to apply conflict resolution and conflict management effectively in an educational setting, it is important to understand the background disciplines of conflict and theories behind how humans behave in social settings. Comprehending how human behaviour initiates is the key stepping stone to resolving and managing conflict behaviour between humans. We will examine what the concept of conflict is and what shape of from it occurs in everyday life. A brief history of what psychologists have founded in their study of conflict, and human behaviour will lead this examination into conflict in educational settings and how they can arise. It is crucial to look at approaches that can be taken towards conflict in an educational setting in order to resolve and manage them effectively to reduce and minimise all forms of conflict. Introduction There are many different theories used when defining conflict. Morton Deutsch is renowned social psychologists (recognisable through research of this review) who has studied and researched conflict within human relations. According to Deutsch, conflict exists whenever incompatible activities occur (Deutsch, 1969, I25:p7) which is a simple...
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...enter text. Group Name: Click here to enter text. Rate yourself and your level of contribution to the group on the five attributes below. Demonstrates ability to Work Collaboratively | Mark | Did not show any interest in working with others in the group. | Did not really work well with the other group members. Tended to work alone rather than in collaboration. | Showed the basic ability to work in collaboration with others in the group. Eg Talked through ideas with the group during planning. | Showed constructive and cooperative work with others. Eg Initiated talking with others and checking how the group was progressing. | Showed very good cooperation with others. Worked constructively with the group. Eg Kept in contact and checked regularly with all other members to ensure progress was happening. | /10 | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | Mark? | Contributes to Group | Mark | An unproductive contributor. | A productive contributor on occasion. Eg a few contributions but only in response to requests from others. | Was generally a productive contributor to the group. Eg a few helpful contributions initiated beyond responses to others’ questions but showed little initiative in taking on different roles such as leading and delegating. | Was a consistently productive contributor to the group. e.g. constructive, relevant tone and comments; had flexibility in...
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...dilemmas, issues, or conflicts that exist within an organization that cannot be solved. “Most organizational dilemmas confront us with polarities that we must manage rather than resolve once and for all.” (Hirschhorn, 2001, p. 12) The ability to identify and manage polarity within an organization is critical to its success. Within an organization, group, or team there are two categories of polarities that can be identified. Affective polarity refers to the interpersonal struggle based on the informal characteristics among the group or team members and substantive polarity refers to the intellectual struggle based on task-oriented opposition. (van Engelen, Kiewiet, & Terlouw, 2001, p. 50) Polarities are normally viewed negatively because they hamper the progress of work within a team, group, and organization and many believe they should be avoided or immediately resolved. (Kratzer, Leenders, van Engelen, 2006, p. 97) However, some believe that it is only through conflict and disagreement can a team, group, or organization gain ground breaking innovation and progress. (van Engelen, Kiewiet, & Terlouw, 2001, p. 48) To capitalize on the progress that can be gained from a conflict, it must be managed effectively. There are some polarities that are continuous within a team, group, and organization and must be properly managed by the leaders. A study by Thomas and Schmidt found that managers “have to spend over 20 percent of their time in handling conflict.” (Kratzer, Leenders...
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...Conflict occurs in organizations whenever a difference of opinions exists. People disagree over many things including but not limited to, policies and procedures, the overall direction of the company, and distribution of rewards. This type of conflict is substantive conflict, as described in our reading text organizational behavior as a, "fundamental disagreement over ends or goals to be pursued". The second type of conflict is emotional conflict; which involves, "interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, resentment, and the like." This type of conflict occurs when two or more persons do not see eye to eye or simply do not get along for whatever reason. Conflict is as inevitable as change in any organization because of the complexity of relationships within the organization, the interaction among its members or their dependence on one another. Conflict means a clash between two opposing and oftentimes hostile partners. Conflict is a warning to managers that something is wrong and needs solution through problem solving and clarification of objectives, establishment of group norms, and determination of group boundaries. Conflict that is managed instead of being ignored or suppressed can be used effectively. It can stimulate competition, identify pertinent differences within the institutions, and serve as powerful motivator for positive change. Unresolved conflict is debilitating and oftentimes frustrating. Productivity declines and...
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...Communication in Resolving Team Conflict John Cathey 50023176 Manuscript Assignment MGT 567.01W: Managing Groups & Teams Abstract Organizations have been creating teams in an effort to improve communications, processes, respond to customers, or develop new processes or services. Conflict within teams is not new nor is it unexpected or always destructive. Organizations are looking at new ways to form teams and technology has increased the ability to form teams from diverse locations. Teams no longer must be formed from a single location, there are now virtual teams. These teams may be made up of members from different time zones or countries. There is also a new form of team to explore, communities of practice, a group of people that share information, insight, tools, and experience about a subject or area of interest (Kerno & Mace, 2010). What types of conflict arise in these types of teams, do managers need to manage the conflict differently, or does conflict affect these teams differently? This paper looks at the types of conflict found in each of these teams as well as the impact conflict can have on team productivity. It is important for those managers responsible for teams understand the impact of conflict and how to successfully manage it to ensure the team meets or exceeds the goals set by the organization. This paper will provide some insight to assist managers with that task. The Importance of Communication in Resolving Team Conflict Managers know that...
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