Conflict Resolution

Abstract

The purpose of this research paper is to assist in understanding conflict resolution. It is imperative to understand the definition of conflict along with root causes'. Conflict is a common occurrence in team environments; it can have positive and negative results if not used constructively. Mediators play a critical role in resolving conflict. The relevance of this paper is to provide an overview of the different types of conflicts, members behaviors associated with conflict, and resolution practices.

Conflict Resolution

Tension is at an all time high when the CEO calls for an immediate meeting, it must be serious. Rumors have been rampant about possible restructuring. The CEO wants all of the quarterly report's and has asked human resource department to bring in a list of employees, along with date of employment. The meeting begins with a display of an organizational chart stating "It is time for a change".

This scenario is all too familiar for many companies. Current economic downturn has made companies look deeper into cost saving techniques and possible downsizing. The word "change" is not often perceived as good by employees. The process of changing or restructuring often produces higher levels of stress which in turn produces conflict. Stress is usually a precursor to conflict. Globalization of companies has brought about a lot of changes by introducing different cultures, diversity, and technology into today's workforce. With constant changes conflict is bound to occur. The key is to use conflict constructively producing positive outcomes. Conflict usually has a negative connotation associated with the word, although some types of conflict may reenergize a stagnant organization.

Management and leaders should understand two types of conflict, and behaviors associated with them. The first type is functional conflict, meaning it will serve in the organizations best interest. The second type is dysfunctional conflict, which threatens overall organizations interest. Conflict has many different meanings. Van Slyke suggests that conflict results from competition between interdependent parties having incompatible needs, goals, desires, or ideas (Van Slyke, 1999, p. 184). In addition, conflict is usually a result of impeding changes. Organizations, big and small are in a constant state of change and motion. Van Slyke also relates change and managing conflict by aptly phrasing:

However, as the speed of change increases and the complexity of issues expand, what is required is not changes in the techniques that produce essential outcomes, but changes in the underlying assumptions on which we base our model of behavior and the resulting approach to managing and resolving conflict (Van Slyke, 1999).

Language skills are essential when used during arguments. Language can reveal secret biases, attitudes, incapacities, needs, and fear disputing members may have. People's choice of words may promote aggression and violence if not filtered. Conflict maybe obvious and sometimes go undetected, it can manifest itself in verbal insults, venomous e-mail attacks, and physical altercations (Cloke & Goldsmith, 2011). Managers should create an environment where employees will feel valued and their opinions accepted or at the very least expressed without possible retaliation. McShane and Glinow (2010) outline six types of conflict when groups interact in organizations or social settings.

* The first is incompatible goals, driving force behind "in-fighting''. When goals are not aligned correctly within different departments, detrimental results can occur. Goals must be achievable with the correct amount of human capital and information. Management should strive to take ownership of this problem and develop a strategic plan to resolve incompatibility and misalignment of goals.

* Differentiation is the second, it appears when common goals are perceived but employees have different opinions and how to achieve them. In organizations today, differentiation is a true indication of inadequate communication. In situations when differentiation is apparent, leaders must bring all parties together and communicate the overall companies' goals, priorities, and boundary limitations.

* The third conflict type is interdependence, this exists when employees must share information or technology but one side disrupts the flow of information. This is viewed as intentional aimed at sabotaging other members from achieving their goal. During business takeover's it might be viewed as necessary step for job security. However, when it is within a company, management should not take this lightly; this needs immediate action before it leads to escalation and more problems in the future.

* The fourth type of conflict is scarce resources. It is caused when one unit or department hoards resources needed to accomplish goals. This is typical when lacks of funds are available to accomplish tasks. Management teams must address this problem and see if it is actually a bigger issue within the accounting department, inventory, sales, or lack of guidance when managing funds.

* The fifth is the result of ambiguous rules. Uncertainty encourages unscrupulous and political tactics. This type of conflict can escalate to the point of members governing themselves and creating their own rules disregarding other members' position. It is common during merging of companies or when members are in power struggles.

* Communication is the sixth and is paramount, but one must be able to comprehend, process, and receive information. To process information, two modes of verbal and nonverbal must be understood. Information presented to a rational mind attempts to analyze literal meanings of information presented whereas emotional mind attempts to process body language, rate of speech and tones of peoples voice to relate it to past feelings and emotions. Lack of communication derives from a blockage of receiving and transmitting ideas, facts, thoughts, feelings, and values. Effective communication can empower employees and increase job satisfaction (McShane & Glinow, 2010). Communication is imperative to the overall health of an organization, without upward, downward, and lateral communication, an organization will fail (Newstrom & Davis, 2002).

Conflict blocks people from acting intelligently and thinking rationally about the long term affects to an organization. Clarity of a problem may become blurred, if left unattended in time the problem will double. Regardless of what causes conflict, reactions to conflict differ