Conflict
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Erkin Kachaganov IET2010058130
Conflict management
Introduction
Conflict is the interaction of interdependent people who perceive incompatible goals and interference from each other in achieving those goals. Conflicts occur in all social settings. Interpersonal conflict is a disagreement between or among “connected” individuals. Each person’s position affects the other by emphasizing the transactional nature. How you view conflict can strongly affect the way you deal with it. For example, many people view conflict as always painful. From this point of view, unless you enjoy being blamed, put down, and shouted at, it’s hard to be positive about conflicts; however, if you see conflict as something entirely negative, you will behave accordingly and will probably help create a self-fulfilling prophecy. The more you believe it’s awful the worse it will get. Conflicts are often said to be beneficial. Some potential positive functions of conflicts: conflicts allow important issues to be aired; they produce new and creative ideas; they release built-up tension; they can strengthen relationships; they can cause groups and organizations to re-evaluate and clarify goals and missions; and they can also stimulate social change to eliminate inequities and injustices.
Conflict management involves implementing strategies to limit the negative aspects of conflict and to increase the positive aspects of conflict at a level equal to or higher than where the conflict is taking place. Furthermore, the aim of conflict management is to enhance learning and group outcomes (effectiveness or performance in organizational setting). It is not concerned with eliminating all conflict or avoiding conflict. Conflict can be valuable to groups and organizations. It has been shown to increase group outcomes when managed properly.
Supervisors spend more than 25% of their time on conflict management, and managers spend more than 18% of their time on relational employee conflicts. These...
Conflict management
Introduction
Conflict is the interaction of interdependent people who perceive incompatible goals and interference from each other in achieving those goals. Conflicts occur in all social settings. Interpersonal conflict is a disagreement between or among “connected” individuals. Each person’s position affects the other by emphasizing the transactional nature. How you view conflict can strongly affect the way you deal with it. For example, many people view conflict as always painful. From this point of view, unless you enjoy being blamed, put down, and shouted at, it’s hard to be positive about conflicts; however, if you see conflict as something entirely negative, you will behave accordingly and will probably help create a self-fulfilling prophecy. The more you believe it’s awful the worse it will get. Conflicts are often said to be beneficial. Some potential positive functions of conflicts: conflicts allow important issues to be aired; they produce new and creative ideas; they release built-up tension; they can strengthen relationships; they can cause groups and organizations to re-evaluate and clarify goals and missions; and they can also stimulate social change to eliminate inequities and injustices.
Conflict management involves implementing strategies to limit the negative aspects of conflict and to increase the positive aspects of conflict at a level equal to or higher than where the conflict is taking place. Furthermore, the aim of conflict management is to enhance learning and group outcomes (effectiveness or performance in organizational setting). It is not concerned with eliminating all conflict or avoiding conflict. Conflict can be valuable to groups and organizations. It has been shown to increase group outcomes when managed properly.
Supervisors spend more than 25% of their time on conflict management, and managers spend more than 18% of their time on relational employee conflicts. These...