Download - Full OB Report
-
8/3/2019 Full OB Report
1/28
Page | 1
Title Pages
1. Introduction 2 - 6
ObjectivesDefinitionWhy choose conflict management topicConflict Background
2. Causes and Effects of Conflict 7 - 12How to identify signs and stages of conflictEffects of conflicts
3. Conflict Management Style 13 - 21
AvoidingAccommodating
CompromisingCollaboratingCompetingDiscussion of Five Conflict Modes/Styles
4. Strategies of Conflict Management 22 - 25
The Five As TechniqueQuantum Skills
5. Conclusion 26
6. Figures & Diagrams 27
7. References 28
-
8/3/2019 Full OB Report
2/28
Page | 2
Objectives
Participants will be able to
* Identify possible areas or situations where conflict arises
* Make positive choices when those conflicts arise
Conflict: Definition
Peace and conflict research assume that
a) conflicts are the expression of opposing interests
b) that they are characteristic for modern societies
c) that they are endemic in modern societies
A conflict exists when two people wish to carry out acts which are mutuallyinconsistent. They may both want to do the same thing, such as eat the same apple, orthey may want to do different things where the different things are mutuallyincompatible, such as when they both want to stay together but one wants to go to thecinema and the other to stay at home. A conflict is resolved when some mutuallycompatible set of actions is worked out. The definition of conflict can be extended fromindividuals to groups (such as states or nations), and more than two parties can beinvolved in the conflict. The principles remain the same.(M.Nicholson: Rationality andthe Analysis of International Conflict. 1992:11)
Contrary to earlier expectations, the
analysis
prevention
management, or
resolution
of conflicts does not aim at the elimination of conflict, and even less at the elimination of
opposing interests. Its aim is the search for such forms of conflict behavior which allow
a non-violent handling of interest oppositions in an orderly, pre-arranged process, thecourse and result of which will be accepted by all parties involved
be it out of well-understood, rationally calculated self-interest
be it out of respect for the shadow of the future, i.e. the expectation of a retaliatory
action of the other side if one disappoints its expectations (the principle of every
deterrence strategy).
-
8/3/2019 Full OB Report
3/28
Page | 3
Definition
We are defining the word conflict as a process of disagreement when the parties
involved perceive or concern a threat to their needs and interests.
Disagreement Generally, people do know about the differences between the two or
more parties that involved in any conflict. We also can see the difference between the
true disagreements against the superficial disagreement. In addition, significant levels of
misunderstanding seem to come together with the conflict occurred. The problems that
occurred can be solved by understand the disagreement, besides solving the problems,
understanding the disagreement can manage the needs of each party.
Parties involvedSometimes, people are shocked when they found out that they
eventually become a party to a conflict while they do not realized at all. On many
occasions, the dispute is usually involves people who are belong as member of social
network such as work team, family or company. Therefore, people will have the
tendency to take sides" based upon their perspectives of view towards the issues,
relationships, roles within the organization, and other factors as well. Hence, the term of
parties involved might become an abstract concept to explain clearly.
Perceived threatPeople also are facing the situation of the perceived treat compared
to the real threat. Therefore, peoples behaviors, feeling and ongoing responses were
changed by the growing responses that they are facing because of the treat that they
have. People will be able to learn how to manage the conflict if they can have the full
understanding of the real treat and extending some strategies to achieve an agreement.
Needs, interests or concerns There is a possibilities and a risk that the problem
been identified as one of substance, task and near-term viability. The conflict emerges
and evolves into more complicated issue when they involve their personal relationship
and emotions. An important view is human psychological needs and procedural needs
have to be take good care within the conflict. To settle the conflict, effort should be
taken seriously.
-
8/3/2019 Full OB Report
4/28
Page | 4
There are some few views which are worth to be stress on:
A conflict is more than a mere disagreement it is a situation where people
identify a threat of physical, emotional, power and status in their life.
The parties in the conflict often react on the basis perception of the situationrather than review it objectively and logically. People tend to have selective
attention, distortion and retention based on their core values, culture, beliefs,
experience, and gender. Conflict responses normally mixed with perspectives
and emotions that can be a helpful guide to the sense of possible solutions.
In some circumstances, conflicts consist of substantive, procedural and
psychological dimensions that needed to be considered. We have to think
through all these dimensions in order to understand the whole view of conflict.
It is normal to have a conflict at working environment. People will experience the
conflict and stress when engage in accomplishing complicated and challenges
projects that need to be done within the dateline. However, if we be able to
design procedures for identifying conflicts that arise, and manage conflicts in a
systematically method, we will be sure to gain benefits through the process.
Simply stated, conflict management is developing creative problem-solving
strategies to deal with conflict. We should change the situation to a productive
and constructive way so that we can explore some new possibilities and
experiences new perspective of view.
Therefore, conflict cannot be defined with a simple definition. There are many things
that need to be taking into the account when discuss about conflict. Moreover, it is quite
challenging and times consuming to achieve the win-win situation which satisfy all
parties.
When people recognize that there arise a potential threat to their needs, interest or
concerns, then that is the moment conflicts start to emerge. Conflicts are normal things
that frequent in human life, which provide chances to improve understanding and
growth while at the same time result negative impact if we cannot manage it well.
-
8/3/2019 Full OB Report
5/28
Page | 5
Why choose conflict management topic
In many cases, conflict in the workplace just seems to be a fact of life. We've all seensituations where different people with different goals and needs have come into conflict.
And we've all seen the often-intense personal animosity that can result.
The fact that conflict exists, however, is not necessarily a bad thing: As long as it is
resolved effectively, it can lead to personal and professional growth.
In many cases, effective conflict resolution can make the difference between positive
and negative outcomes.
The good news is that by resolving conflict successfully, you can solve many of the
problems that it has brought to the surface, as well as getting benefits that you might not
at first expect:
Increased understanding: The discussion needed to resolve conflict expands
people's awareness of the situation, giving them an insight into how they can
achieve their own goals without undermining those of other people. Increased group cohesion: When conflict is resolved effectively, team
members can develop stronger mutual respect and a renewed faith in their ability
to work together.
Improved self-knowledge: Conflict pushes individuals to examine their goals in
close detail, helping them understand the things that are most important to them,
sharpening their focus, and enhancing their effectiveness.
However, if conflict is not handled effectively, the results can be damaging. Conflicting
goals can quickly turn into personal dislike. Teamwork breaks down. Talent is wasted as
people disengage from their work. And it's easy to end up in a vicious downward spiral
of negativity and recrimination.
-
8/3/2019 Full OB Report
6/28
Page | 6
Conflict Background
Conflict is everywhere, something we all experience on a regular basis. Whether it is
learning that your spouse has an entirely different kind of vacation in mind than you door that your boss's idea of your job differs from your own, conflict is simply an inevitable
aspect of human relationships. As desirable as it might seem, there's just no way to live
a conflict-free life.
Handled badly, conflict can do real harm, both to you and the people you care about the
most. It can cripple your career and the businesses you work for. And it can leave its
scars on your community and even your nation.
Handled well, however, conflict can be extraordinarily useful. If you have the skills
needed to identify and resolve conflict, it can actually be your ally. It can help you
identify and solve problems. And it can build deeper and stronger relationships, whether
with your coworkers, supervisors and subordinates, or your closest friends and loved
ones.
Most of us, though, haven't been lucky enough to have been taughtthose vital skills or
to have learned the ways in which factors like perspective, emotions, goals, and power
can create or drive a conflict. For better or worse, we've had to pick things up as we
went along, beginning in our homes or schoolyards and going on from there. All with
uneven results that can play out for the rest of our lives, burdening us with a default
conflict "style" that may be dysfunctional at best and seriously harmful at worst.
-
8/3/2019 Full OB Report
7/28
Page | 7
Causes and Effects of Conflict
All managers and executives at some time have had to deal with conflict. The
method that each one handles discord is a key factor to determine success. Initially,
he or she must communicate to gain a clear understanding of what is actually
causing the conflict. Rebecca Hastings (2007) explains the need for communication
in the workplace in Conflict Management Contributes to Communication. Hastings
states that most conflicts stem from poor communication in which one party
misinterprets the words or actions of another party. She notes that communication
problems are particularly exaggerated when departments are competing for
resources or when they have unique subcultures.
Factors in management conflict
Some causes that can influence how we react to conflict are listed as below with
interpretation of how these causes might affect us.
Gender
People are unconsciously engaging certain conflicts due to gender factor. For example,some men are taught always stand up to someone, and if you have to fight, then fight.
If they have been taught in this way, then he would be likely to apply assertive ways to
confront conflict than cooperative way.
Self-concept
How we considerandsenseabout ourselves affect the way we approach conflict. Do
we think ourexpectation,emotion, andideaare worth being heard by the person who
we are facing conflict?
Expectations
Can we expect the other have the intention tosolvethe conflict?
http://dictionary.sensagent.com/consider/en-en/http://dictionary.sensagent.com/consider/en-en/http://dictionary.sensagent.com/sense/en-en/http://dictionary.sensagent.com/sense/en-en/http://dictionary.sensagent.com/sense/en-en/http://dictionary.sensagent.com/expectation/en-en/http://dictionary.sensagent.com/expectation/en-en/http://dictionary.sensagent.com/expectation/en-en/http://dictionary.sensagent.com/emotion/en-en/http://dictionary.sensagent.com/emotion/en-en/http://dictionary.sensagent.com/emotion/en-en/http://dictionary.sensagent.com/idea/en-en/http://dictionary.sensagent.com/idea/en-en/http://dictionary.sensagent.com/idea/en-en/http://dictionary.sensagent.com/solve/en-en/http://dictionary.sensagent.com/solve/en-en/http://dictionary.sensagent.com/solve/en-en/http://dictionary.sensagent.com/solve/en-en/http://dictionary.sensagent.com/idea/en-en/http://dictionary.sensagent.com/emotion/en-en/http://dictionary.sensagent.com/expectation/en-en/http://dictionary.sensagent.com/sense/en-en/http://dictionary.sensagent.com/consider/en-en/ -
8/3/2019 Full OB Report
8/28
Page | 8
Situation
When and where the conflict isappear, how well we know the person we are in conflict
with, and does the conflict involve personal or professional matters?
Position (Power)
What is our power status in the relationship (that is, equal, more, or less) with the
person we are conflicting?
Practice
Practice means be able to implement all five conflictmannerefficientlyaccording to the
different situation, and thecapabilityto change manner as necessary while engaged in
conflict.
Determining the best mode
We are able toamplifya conflict management understanding through knowledge and
practice, and can certify which conflict manner to apply would be most effectual to
manage the conflict.
Communication skills
The prior concern of conflict resolution and conflict management is the capability to
communicate effectively. People who can use efficient communication style will solve
their conflicts, and reduce the possibilities of misunderstanding.
Common causes of conflict
Causes or sources of organizational conflict can be many and varied. The most
common causes are the following:
scarcity of resources (finance, equipment, facilities, etc)
different attitudes, values or perceptions
disagreements about needs, goals, priorities and interests
poor communication
poor or inadequate organizational structure
lack of teamwork
lack of clarity in roles and responsibilities
http://dictionary.sensagent.com/appear/en-en/http://dictionary.sensagent.com/appear/en-en/http://dictionary.sensagent.com/appear/en-en/http://dictionary.sensagent.com/manner/en-en/http://dictionary.sensagent.com/manner/en-en/http://dictionary.sensagent.com/efficiently/en-en/http://dictionary.sensagent.com/efficiently/en-en/http://dictionary.sensagent.com/efficiently/en-en/http://dictionary.sensagent.com/capability/en-en/http://dictionary.sensagent.com/capability/en-en/http://dictionary.sensagent.com/capability/en-en/http://dictionary.sensagent.com/amplify/en-en/http://dictionary.sensagent.com/amplify/en-en/http://dictionary.sensagent.com/amplify/en-en/http://dictionary.sensagent.com/certify/en-en/http://dictionary.sensagent.com/certify/en-en/http://dictionary.sensagent.com/effectual/en-en/http://dictionary.sensagent.com/effectual/en-en/http://dictionary.sensagent.com/solution/en-en/http://dictionary.sensagent.com/solution/en-en/http://dictionary.sensagent.com/capability/en-en/http://dictionary.sensagent.com/capability/en-en/http://dictionary.sensagent.com/efficient/en-en/http://dictionary.sensagent.com/efficient/en-en/http://dictionary.sensagent.com/solve/en-en/http://dictionary.sensagent.com/solve/en-en/http://dictionary.sensagent.com/solve/en-en/http://dictionary.sensagent.com/efficient/en-en/http://dictionary.sensagent.com/capability/en-en/http://dictionary.sensagent.com/solution/en-en/http://dictionary.sensagent.com/effectual/en-en/http://dictionary.sensagent.com/certify/en-en/http://dictionary.sensagent.com/amplify/en-en/http://dictionary.sensagent.com/capability/en-en/http://dictionary.sensagent.com/efficiently/en-en/http://dictionary.sensagent.com/manner/en-en/http://dictionary.sensagent.com/appear/en-en/ -
8/3/2019 Full OB Report
9/28
Page | 9
Recent researches suggest that, there are other factors that emerge conflict as well:
Different work methods
Employees often have different approaches towards same objective. Neitheremployees approach may be incorrect, nor may one approach be less productive
compared to others. Therefore when approaches collide, managers can encourage
employees to develop more fully approaches. Next, managers should ask employees to
propose their respective plans and review them as a group. According to Hastings
(2007), employees will find that often a combination of the approaches is actually the
best solution.
Different goals
Often in organizations, separate business units may drive towards different goals. Jeff
Weiss and Jonathan Hughes(2007) stated, One of the most effective alternatives for
senior managers to resolve the cross-unit conflict is giving people about the criteria for
making trade-offs when the needs of different parties are at odds with one another (96).
Therefore, if both executives and managers communicate goals and criteria effectively,
the problem will surely be resolved. For example, the business units will understand the
basic role and importance of security while security department will understand how
corporate decisions impact revenue. No doubt, management can overcome differences
in goals through effective communication.
Personalities
Differences between employees and managers personalities often become a source of
issues. A persons inherent biases are often contributing factors. Since everyone has
biased opinions, management should not expend resources attempting to change thishuman nature. When two team members dont get along, they tend to exert a bare
minimum of effort on one anothers behalf. This has a negative effect on your project,
as well as on team morale (Robinson, 2003). As a result, effective leaders must
understand employee biases and personality differences to maximize productivity.
-
8/3/2019 Full OB Report
10/28
Page | 10
Stress
Stress is a major motivator of conflict. Every employee has a breaking point, and every
employee will reach his or her breaking point at some time. On a good day, employees
can let issues and differences roll off their backs. However, as stress from home and
work deadlines collide, often tempers will flare. Bear in mind, leaders must learn to
recognize the warning signs of stress in each employee and attempt to alleviate it.
Offering employees something as simple as a break or, in more severe cases, an
afternoon off might be an alternative toward relieving work-related stress.
Different viewpoints or perspectives
Individual perspectives are what give a business environment its edge. In fact, clashes
between parties are the crucibles in which creative solutions are developed, write
Weiss and Hughes (97). As a result, employers are looking for diversity in people in
order to ensure different perspectives are considered. Leaders in this situation must
carefully and clearly listen to and understand the different perspectives. This one area
can be the trickiest for managers. Since managers also will have opinions, often
perspectives different from their own are misunderstood or pushed aside. Managers
and leaders must remember that at least some of their employees will likely have
different perspectives.
-
8/3/2019 Full OB Report
11/28
Page | 11
How to identify signs and stages of conflict
Especially in the workplace, two main types of disputes have been noted (although
these two types may also happen in other situations). These are:
"Disputes of right", where people or groups are entitled by law, by contract, by
previous agreement or by established practice to certain rights. Disputes of right
will focus on conflict issues such as employment contracts, legally enforceable
matters or unilateral changes in accepted or customary practices. A dispute of
rights is, therefore, usually settled by legal decision or arbitration and not by
negotiation.
"Disputes of interest", where the conflict may be a matter of opinion, such as where
a person or group is entitled to some resources or privileges (such as access to
property, better working conditions, etc). Because there is no established law or
right, a dispute of interest will usually be solved through collective bargaining or
negotiation.
Effects of conflicts
Conflict situations should be either resolved or used beneficially. Conflicts can have
positive or negative effects for the organization, depending upon the environment
created by the manager as she or he manages and regulates the conflict situation.
Positive effects of conflictsSome of the positive effects of conflict situations are (Filley, 1975):
Diffusion of more serious conflicts.
Games can be used to moderate the attitudes of people by providing a
competitive situation which can liberate tension in the conflicting parties, as well
as having some entertainment value. In organizations where members
participate in decision making, disputes are usually minor and not acute as the
closeness of members moderates belligerent and assertive behaviour into minor
disagreements, which minimizes the likelihood of major fights.
-
8/3/2019 Full OB Report
12/28
Page | 12
Stimulation of a search for new facts or resolutions.
When two parties who respect each other face a conflict situation, the conflict
resolution process may help in clarifying the facts and stimulating a search for
mutually acceptable solutions.
Increase in group cohesion and performance.
When two or more parties are in conflict, the performance and cohesion of each
party is likely to improve. In a conflict situation, an opponent's position is
evaluated negatively, and group allegiance is strongly reinforced, leading to
increased group effort and cohesion.
Assessment of power or ability.
In a conflict situation, the relative ability or power of the parties involved can be
identified and measured.
Negative effects of conflicts
Destructive effects of conflicts include:
Impediments to smooth working, diminishing output, obstructions in the decision
making process, and formation of competing affiliations within the organization.
The impact resulted from conflict will be significance as affect employee health and well
being; it also affect organizational effectiveness through direct bottom line costs and by
means of organizationally relevant variables.
In his study of Conflict, Health, and Well-Being, E. Spector concludes that conflict has
huge implications for organizations through absence, increased health care costs,
negative work attitudes, and counterproductive work behaviors. Ultimately, this social
stressor is not only damaging to employees, but can play a deleterious role in the
maintenance of healthy working environment.
-
8/3/2019 Full OB Report
13/28
Page | 13
Conflict Management Style
Conflict style is typically seen as a response to particular situation. By contract, we
argue that individual conflict styles may shape an employees social environment,
affecting the level of ongoing complete and thus his or her experience of stress.
Experience of conflict is not just a function of external conditions, but also of the conflict
management styles that people bring to bear on problems at work.
There are four styles as following:
1. Avoiding
2. Accommodating
3. Compromising
4. Collaborating5. Competing
Avoiding
The avoidingmode is low assertiveness and low cooperation. Those who tend to use
an avoiding style of conflict resolution are ill-equipped to deal with disputes that need
some attention. With a low concern for their own interests, such people have a hard
time representing themselves; at the same time, a low concern for others' interestsmakes them less able to understand and address other people's problems. Thus, they
and other parties to disputes will lack the basic information needed to construct
solutions to those conflicts. It will therefore be quite difficult to resolve disputes, and any
solutions developed are likely to be sub-optimal, resulting in wasted resources.
With fewer solutions developed for problems, and fewer resources available to apply to
problems, those who attempt to avoid conflicts are likely to experience higher levels of
ongoing conflict. At a more fundamental level, to say that someone has low concern for
self and for others implies that they have little desire to solve the problem at all. For
these people, the stronger desire is to downplay or ignore disputes instead of resolving
them. Ironically, those who use an avoiding style are likely to experience more task
conflict, not less.
-
8/3/2019 Full OB Report
14/28
Page | 14
Avoiding Skills
Ability to withdraw
Ability to sidestep issues
Ability to leave things unresolved
Sense of timing
Avoiding (example)
ADVANTAGES DISADVANTAGESThe issue is not important It is almost impossible to know what the
other person is thinking
It often works with short-term problems This could generate long-term hostility
Can be used if the cost of the solution is
more than I am willing to pay.
My self-respect could suffer.
The process of gathering information is still
on going
I may have less intimacy with the person
It is impossible to get the necessary
information
This issue could exist for a very long time.
There is no chance to resolve the conflict if
it is not dealt with
The relationship could be damaged if there
is no communication
-
8/3/2019 Full OB Report
15/28
Page | 15
Accommodating
The accommodatingmode can be defined as low assertiveness and high cooperation.
The accommodating mode is appropriate when they are implementing to show
reasonableness, improving performance, create good desire. People will tend to apply
the accommodating mode when the issue or outcome appear less importance to them.
The accommodating mode may cause problem when one uses the mode to keep a
tally or to be a martyr. For example, if you keep a list that recording the number of
times you have accommodated someone and then to certain level you expect that
person will realize that she/he should now accommodate you.
Accommodating Skills
Neglect own desires and needs
Self-sacrifice
Ability to give up
Obey orders without questioning the rationale
ADVANTAGES DISADVANTAGE
The issue is not important to you but is
important to the other person
You might be viewed as weak
You feel good about the sacrifice you are
making.
This could lower your own self-esteem
This might be a way to build trust with this
person
This could set the tone for the future.
The other person might always expectaccommodation
-
8/3/2019 Full OB Report
16/28
Page | 16
Compromising
The compromising mode can defined as moderate assertiveness and moderatecooperation. Hence, compromise can also be referred to as the ability to bargain or
trade. Some people think compromise is giving up more than you want, while others
value compromise as a way to satisfy both parties. Compromising mode is appropriate
when people are dealing with moderate importance issues; when you have the equal
power status; or when you have a strong dedication to solve the disagreement. Besides,
compromising mode can also treat as a temporarily solution if time constraints.
However, it is inappropriate when there involve a complicated problem and requiring a
problem-solving approach.
Compromising Skills
Negotiating to fulfil all parties interest
Searching an alternative way to satisfy all parties
Evaluating the core value
Make concessions
ADVANTAGES DISADVANTAGES
This might be used when time is short This does not work well with unequal sides
A stalemate would cause more harm than
the compromise
When the solution is only half the desired
outcome, the commitment may only be
half as well
-
8/3/2019 Full OB Report
17/28
Page | 17
Collaborating
The collaboratingmode means high assertiveness and high cooperation. Collaboration
can be defined as putting an idea on top of an idea on top of an ideain order to
achieve the best solution to a conflict. With substantial benefit for collaboration, some
people will assume that the collaboration mode is always the best conflict mode to
implement.
However, collaborating consumes a lot of time and energy. Therefore, the collaborating
mode should only be considered when time and resources given are sufficient. For
example, if your team is discussing which marketing strategies will generate great sales,
then applying the collaborating mode can be quite useful. But on the other hand, if your
team is argue about what to eat at lunch hour, then to collaboratively resolve the conflictis probably not productive.
Collaborative mode is appropriate when the conflict is crucial to the people who are
constructing an integrative solution; when merging different perspectives to solve
problem; when gaining commitment from team members; or when wish to improve
relationships.
Collaboration Skills
Active listening to understand speakers need and desire
Harmless confrontation
Determining concerns and interests
Examine input and create a full acceptable output
ADVANTAGES DISADVANTAGES
Increases probability of goal achievement Requires much time and effort
Increases trust and builds relationships. There needs to be a possible solution
Produces greatest sense of ownership of
solutions.
Enough resources must exist for
everyones needs.
Sets a good example for others to follow May be difficult to use in extremely
emotional conflicts
-
8/3/2019 Full OB Report
18/28
Page | 18
Competing or Controlling
The competing conflict mode means as high assertiveness and low cooperation.
Competing mode is appropriate when immediate action is require; when unpopular
decisions need to be made; when critical issues must be resolved; or when one is
defending self-interests. It can also be used to confront unpopular actions, such as
urgent cost cutting.
The competing style of resolving conflict is also known as the win-lose approach. A
manager using this style normally seeks to reach his/her own preferred outcomes at the
expense of other individuals.
Competing Skills
Argue or debate
Apply influence and pressure
Asserting own opinions and feelings
Standing at own ground without compromising
Stating your position clearly without hesitation
ADVANTAGES DISADVANTAGES
It might be effective in select situations
with difficult-to-deal-with competitive-
type people.
This style rubs off on others and shuts
things down
The conflict may get resolved quickly
and cheaply
There is usually no commitment to the
solution
The relationship can be damaged
-
8/3/2019 Full OB Report
19/28
Page | 19
Discussion of Five Conflict Modes/Styles
Of these five modes, strategy employing collaboration is the only mode of conflictmanagement that enables breaks free of the win-lose paradigm. It has become almost
nature to achieve on the win-win alternative, which slightly difference with the original
intention of the founder. They did not turn down win-lose configurations totally. Instead,
strategic considerations for managing conflict should be varied according to different
situations or circumstances.
For example, in a situation where conflict centered on bids by two suppliers, the best
choice can be a competing strategy with a winner and loser through fair competition.
This is because the main objective in such a situation is to win the contract offered for
one's own company. In most cases, winning the contract can be attained only at the
extent of the competing supplier, turn out becomes the loser.
Conversely, a competing approach hardly works well in the interpersonal conflict where
people are in the same working place. Unlike the case of competing suppliers to win
bid, coworkers (both the winner and the loser), must go on working together regardless
the competing outcome. Hence, implementing an accommodating strategy may actually
allow individuals to widen the room for negotiating without affecting the relationship.
Lose in conflicts over issues that appeared less important to them contains deeper
meaning. In other words, accommodating can be value as a way of winning through
losing.
-
8/3/2019 Full OB Report
20/28
Page | 20
For circumstances, a manager may decide to let go an issue to an employee who isexperiencing stress as a approach to encourage him or her. Similarly, an individual
might apply an accommodating strategy to balance with negotiations when one's
counterpart has compromise and give up several interests.
Somehow, a winner in a win-lose scenario who fails and cannot put some effort to
accommodate the other party interest may even provoke a backlash in the way of lack
of support or no commitment to help for achieving goal.
Even the traditional way of conflict avoidance remains useful in occasionally acceptable
strategy. On the other hand, conflict avoidance becomes an option to be considered. It
can be helpful by allowing both parties to cool off and buy some time until all the facts of
a matter have been gathered.
A manager may try to avoid an employee in the situation where an emotional outburst,
until the employee has relaxed and calm down to allow a communication occur.
Finally, compromise can be a quite useful method when deal with relatively small
concerns. The conceding party finds an issue unimportant while the opposing party
considers comparatively important, which differentiate from an accommodating strategy.
A manager might implement a compromise approach most effectively when both parties
consider the issue to be of moderate or little importance. In such cases, compromising
buys both parties the time and energy required to employ problem-solving technique.
They can jump to directly to address the fundamental core of the conflict without
argument.
-
8/3/2019 Full OB Report
21/28
Page | 21
While all modes have their usefulness availability, the collaborating approach seems themost beneficial mode for most types of conflict management.
In the collaborating mode, conflict acts as a managerial tool and provides opportunity to
solve the organization problem. The manager can exploit the conflict to guide the
conflicting parties to list out what eventually turn out become obstacles faced by the
organization. The conflicting parties divert their attention to find creative way to solve
structural problems through collaborative behavior.
There is essential to point out that the collaborative mode of conflict management differs
from the other four conflict-handling modes. There is a form of conflict interventions
which include the rest like accommodating, avoiding, competing, and compromising, is
just a permutation of the win-lose scenario.
Meanwhile, collaboration mode represents an attempt to channel conflict in a
constructive direction, thus enabling the manager to exploit conflict as a useful tool to
resolve incompatible objectives within the organization. Therefore, collaboration mode
of handling conflict acts less likely as a conflict intervention and more likely as a true
conflict management.
However, the question about whether which approach is effective depends on the
specific situation, the parties' personality styles, the desired outcomes, and the time
available. The key lying here is to understand the advantages and disadvantages of
each method.
-
8/3/2019 Full OB Report
22/28
Page | 22
The Five As Technique
Barisoff and Victor introduce the assessment, acknowledgement, attitude, action, and
analysis that called five A`s. These five methods can be implementing for the
sustained and solving-oriented conflict management in the organization.
ASSESSMENT
In this step, the parties will choose the best conflict-handling mode that can be use to
solve the conflict. The parties also will decide what the core problem is. Then, the
parties will try to collect the information based on the situation. The parties also will try
to find what each party actually wants and decide to compromise in some areas.
ACKNOWLEDGEMENT
Acknowledgement will help both parties to create the empathy that encourage the
motivation of a synergistic to the problem. Each party will listen the problem other facing
in this step. The acknowledgement demonstrates that one understands to the other
party's position and in the same time gives a feedback to the other party. Active
listening techniques and nonverbal encouragement is suitable for solving the problem.
The acknowledgement will provide opportunity for all party to communicate their
interests and concerns.
ATTITUDE
Foundation for pseudo-conflict can be removing in this attitude step. Men and women
are basically differences in acknowledges generally in communication. Sex-trait
stereotyping regarding issues of assertiveness, interruptive behavior, and perceptions of
politeness are the examples differentiated communication styles between men and
women. These different have been found by experts such as Barisoff and Merill.
-
8/3/2019 Full OB Report
23/28
Page | 23
While culturally-based behaviors are uncovered in this attitude. For example, a member
of a high context culture maybe will misunderstood what a member of a low- context
culture says as being rude or blunt. Conversely, a member of a low-context culture may
misunderstand what a person from a highcontext culture says.
Actual intent or content of the messages have a little to do in communication variations.
Culturally learned approaches must using implicit versus explicit communication styles
to represent. These communication variations have been explained by Edward Hall.
Writing, speaking, and nonverbal mannerisms are the examples of problematic
variations that use in this step. Make sure all parties involved the participants maintain
an open mind are essential for good communication.
ACTION
The chosen conflict-solving mode will be actively implemented in this step. The
manager channels the opportunity for a conflict resolution based on trust and ongoing
feedback on a universal agreement. Simultaneously, potential trouble spots might ariseif each individual misinterprets the behavior of the other parties. Hence, every individual
must be stay aware and cautious of his or her own general behavior and communication
styles to avoid misconception by others. Lastly, all parties must search for constructive
solutions and remain alert to new issue that maybe rising.
ANALYSIS
In this final step participants will review what they have agreed, decide on what they will
take action and summarize the key points. The parties will verify whether every
participants requirements have been listed. Analysis enables participants to monitor
both the long-term and short-term outcome of the conflict resolution.
-
8/3/2019 Full OB Report
24/28
Page | 24
Quantum Skills
According to Shelton and Darling(2004), there is a new set of management skills, which
consider more appropriate for the ever-changing organization. They called these skills
as the Quantum Skills.
What interesting view is this suggested managerial skills are actually derived from the
field of quantum physics which initially appeared irrelevant. These 7 techniques are as
bellows:
1. Quantum seeing. This skill involves the ability to see intentionally. Managers must
develop the skill to search for the underlying intentions that are creating the conflict.
Manager should try to recognize and figure out each party interest and set a
solution which satisfies all.
2. Quantum thinking. This skill involves the ability to think out of the box. According
to Shelton and Darling (2004), effective conflict resolution is a time consuming
process. "It requires innovative thinking and involves the ability to find a fully
acceptable solution to divergent points of view and achieve a win-win situation".
3. Quantum feeling. This skill involves the ability to sensitive enough to detect other
emotions. The level of organizational conflict has increased numerously as
schedules have emerged to fast-paced and tasks have become more stressful.
Managers should train themselves to view a negative event positively. Then, they
should have the empathy to others feeling and try to think the reason behind all this
negative emotions.
-
8/3/2019 Full OB Report
25/28
Page | 25
4. Quantum knowing. This skill involves the ability of intuition. Managers should stay
focus and aware the changes of organizational environment. Managers must be
able to spot and indentify the potential element that may create the conflict.
5. Quantum acting. This skill involves the ability to act responsibly. Quantum acting
has the belief that everything is a part of a whole universe where individuals will be
influenced by others. Hence, manager's belief affects the whole organizational unit.
Managers should model their own behavior if they wish to encourage a more
positive response to conflict.
6. Quantum trusting. This skill is the ability to build a trust among each others.
According to theory, it is derived from chaos theory which suggests that without
chaos organizations will become stagnant and unproductive. Shelton and Darling
suggest that managers have to simply "ride the rapids of conflict, fully participating
in the dance without attempting to actively manage the course of resolution".
7. Quantum being. This skill means the capability to engage in a relationship,
According to Shelton and Darling (2004),"the ability to literally become so
connected to another that one can see the world through the other's eyes". This skill
provides the foundation for all parties to learn, understand and accept different
perspectives of view.
This set of skills is based on science perspective as worldview. Quantum skills
suggest a brand new alternative for managing conflict.
-
8/3/2019 Full OB Report
26/28
Page | 26
Conclusion
Throughout our review, the message we would like to bring out is the significance ofdealing with conflict in the workplace is essential. All leaders must exposed the
knowledge and learn the strategies way to handle the conflict. Therefore, managers
must channel all types of conflict at workplace into the direction of constructive
conflict. No doubt, conflict is the double-edged sword. However managers should
exploit conflict as a tool by implement the techniques based on well understandings
the source of conflict outlined as above. Now, conflict in the workplace is no longer a
problem to be avoided. Instead, leaders can embrace conflict as the mark of a
productive workplace environment.
Meanwhile, unmanaged and negative conflict results numerous human costs,
economic costs, and organizational costs. Brahm(2007) suggests that conflict costs
organizations in varies of significant ways. It diverts worker attention from normal
duties. Absenteeism often increases due to conflict. Somehow, conflict will reduces
motivation and increases turnover rate. Besides, conflict rise continuity costs, it can
cause damage to ongoing relationships that wrecks the feeling of community in
organizations. Finally, conflict has emotional costs for those involved.
Based on the literature that we review above, we now are acknowledged that conflict
also contribute substantial benefits. According to Bowditch & Buono(1997), conflict
can be a driving force of change. When managed correctly, conflicts will certain
contribute the following results: generating new ideas, solving of continuous problems,
and the introduction of creativity into thoughts about organizational problems.
Managers and supervisors must realize the importance of allowing constructive
conflict. At the same time, management must swiftly and effectively confront conflict
that is detrimental to the organization.
-
8/3/2019 Full OB Report
27/28
Page | 27
Figures & Diagrams
-
8/3/2019 Full OB Report
28/28
References
Webne-Behrman,H. (1998), What is Conflict? Definitions and Assumptions aboutConflict,http://www.ohrd.wisc.edu/onlinetraining/resolution/aboutwhatisit.htm
Anonymous, Conflict Resolution,Resolving conflict rationally and effectively,http://www.mindtools.com/pages/article/newLDR_81.htm
Dues,M.,Art of Conflict Management: Achieving Solutions for Life, Work, andBeyond,http://www.thegreatcourses.com/tgc/courses/course_detail.aspx?cid=5964
McDowell,M., Coleman,K.,Raines,A., Seay,.W & Sullivan,S. (2007), ManagementModels for ResolvingConflict in the Workplacehttp://www.westbrookstevens.com/conflict_Resolution.htm
Thompson,N., How Conflicts Arisehttp://www.humansolutions.org.uk/conflict-1.html
Anonymous, ConflictStyles
https://www.ohrd.wisc.edu/home/HideATab/LeadershipManagementDevelopment/Confli
ctResolution/AboutConflict/ConflictStyles/tabid/228/Default.aspx
Anonymous, Conflict managementhttp://www.fao.org/docrep/w7504e/w7504e07.htm
Anonymous, Understanding Conflict and Conflict Managementhttp://www.foundationcoalition.org/publications/brochures/conflict.pdf
E. Spector, P. & Bruk-Lee,V.(1998), Conflict, Health, and Well Being,(pp. 279-
281),The Psychology of Conflict and Conflict Management in Organizations. New York :Lawrence Erlbaum Associates
De Dreu,C. & Gelfand, M.J. (2005), Conflict in the workplace: Sources, Functions, andDynamics across Multiple Level of Analysis, The Psychology of Conflict and ConflictManagement in Organizations. New York : Lawrence Erlbaum Associates
http://www.ohrd.wisc.edu/onlinetraining/resolution/aboutwhatisit.htmhttp://www.ohrd.wisc.edu/onlinetraining/resolution/aboutwhatisit.htmhttp://www.ohrd.wisc.edu/onlinetraining/resolution/aboutwhatisit.htmhttp://www.mindtools.com/pages/article/newLDR_81.htmhttp://www.mindtools.com/pages/article/newLDR_81.htmhttp://www.thegreatcourses.com/tgc/courses/course_detail.aspx?cid=5964http://www.thegreatcourses.com/tgc/courses/course_detail.aspx?cid=5964http://www.thegreatcourses.com/tgc/courses/course_detail.aspx?cid=5964http://www.westbrookstevens.com/conflict_Resolution.htmhttp://www.westbrookstevens.com/conflict_Resolution.htmhttp://www.humansolutions.org.uk/conflict-1.htmlhttp://www.humansolutions.org.uk/conflict-1.htmlhttps://www.ohrd.wisc.edu/home/HideATab/LeadershipManagementDevelopment/ConflictResolution/AboutConflict/ConflictStyles/tabid/228/Default.aspxhttps://www.ohrd.wisc.edu/home/HideATab/LeadershipManagementDevelopment/ConflictResolution/AboutConflict/ConflictStyles/tabid/228/Default.aspxhttps://www.ohrd.wisc.edu/home/HideATab/LeadershipManagementDevelopment/ConflictResolution/AboutConflict/ConflictStyles/tabid/228/Default.aspxhttp://www.fao.org/docrep/w7504e/w7504e07.htmhttp://www.fao.org/docrep/w7504e/w7504e07.htmhttp://www.foundationcoalition.org/publications/brochures/conflict.pdfhttp://www.foundationcoalition.org/publications/brochures/conflict.pdfhttp://www.foundationcoalition.org/publications/brochures/conflict.pdfhttp://www.fao.org/docrep/w7504e/w7504e07.htmhttps://www.ohrd.wisc.edu/home/HideATab/LeadershipManagementDevelopment/ConflictResolution/AboutConflict/ConflictStyles/tabid/228/Default.aspxhttps://www.ohrd.wisc.edu/home/HideATab/LeadershipManagementDevelopment/ConflictResolution/AboutConflict/ConflictStyles/tabid/228/Default.aspxhttp://www.humansolutions.org.uk/conflict-1.htmlhttp://www.westbrookstevens.com/conflict_Resolution.htmhttp://www.thegreatcourses.com/tgc/courses/course_detail.aspx?cid=5964http://www.thegreatcourses.com/tgc/courses/course_detail.aspx?cid=5964http://www.mindtools.com/pages/article/newLDR_81.htmhttp://www.ohrd.wisc.edu/onlinetraining/resolution/aboutwhatisit.htm