The reason behind conflict management!

Conflicts in organizations are generally considered dysfunctional. In contrast, many top executives in large companies see conflict as a means of sufficiently analyzing a problem and postponing decision-making until all critical aspects of a problem are properly evaluated. Conflicts can occur within the individual, between individuals, between the individual and the group, or between groups. There are many potential sources of conflict in corporate organizations today. The complex interpersonal relationships and the high degree of interdependence cause friction.

When many people must work together, conflict is inevitable, as it is human nature to fight and complain. Conflict is the personal divergence of interests between groups or individuals. The need to share scarce resources, the difference in objectives between organizational units, the difference in values, attitudes and perceptions, ambiguously defined job responsibilities are some of the main sources of conflict.

Functional conflicts support a group’s goals, improve its performance, and are constructive in nature. Dysfunctional conflicts hinder group performance and are destructive in nature. It has not been precisely defined as to what criteria demarcates what is functional from what is dysfunctional. It is only the performance of the group and the result obtained that determines the nature of the conflict. Conflicts, regardless of their type, can bring these benefits to the company:

  • Bring hidden problems to the surface.
  • Encourage creativity and innovation.
  • It improves communication and makes changes more acceptable.
  • Increases group cohesion.

So what kind of strategy do you think is best suited to resolve conflicts? Avoiding or smoothing over conflicts may be a temporary measure, only to bounce back to full strength. Forcing could create undesirable consequences. The only option left is confrontation of the situation, face-to-face meeting of the conflicting parties in order to identify the problem and resolve it through open discussion.

Managers must be alert to the presence of conflicts. Your focus should be goal oriented. If there is a conflict, they should try to resolve it smoothly and not overreact to the situation. They must seek the help of the people who can best solve the problem, be willing to negotiate and not give orders. Your focus should be on the problem and not on the personalities.

By making structural changes, conflicts can be managed. The goals of a group are modified and then integrated to fit the purpose. Also the changes in the structure of the organization, that is, the clarification of the authority-responsibility relationship, the improvement of the work atmosphere, the environment and the workplaces help in the resolution of conflicts. For example, in a work room, the incorrect location of the machines can make it difficult for the parties in conflict to communicate so that they do not interact with each other.

Lack of proper communication, ego clashes between people in line and staff positions, autocratic leadership style of a superior, different educational backgrounds, lack of coordination between departments are rich sources of conflict. These can be resolved with the right kind of attitudinal approach and an open mind on the part of management.

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