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Management Interpersonal Conflict Any individual being involving in socialization or just being a part of any community probably experiences conflict from time to time. Scientists define conflict as differences, which may arise between individuals or within the group, concerning interests inside and outside the group. The ability to ultimately resolve conflict is vital in the process of development effective relationships, whether within the family, at work or in community groups. In their book Interpersonal Conflict Joyce Hockey and William Wilmot made an attempt to analyse the nature of the conflict and possible ways of solving them.
The Eight Chapter is dedicated to moderating already existing conflicts and methods of mastering them involving a third party. Interpersonal conflict is one of the problems employees and employers are faced in the workplace. It becomes a plausible reason in loss of productiveness and causes unhealthy atmosphere in the humans relations. Strategies for handling conflicts are different and the result of solving them depends upon professional background of a person and head as well. Very often it happens that the parties involved in the conflict could not resolve the contradiction appeared. They need an assistance of a third party, which could be called a mediator to work out differences.
A conflict occurs because something that is important for a person is threatened. It may be persons priorities, values, goals, and relationships. There are different methods to overcome differences proposed by specialists, which are more or less theoretically and practically proved. The most appropriate methods which can be applied almost everywhere are dialogue process and interference by a third party. These methods have many advantages for being put in practise in every conflict situation and could increase effectiveness being used together.
It will help to solve the conflict objectively if a mediator takes place as a neutral arbiter. The key benefit is that it makes possible to give a word for each of the parties and listen to their reasons caused differences. The key to dealing effectively is for the parties to conduct a systematic inventory office-based options available to them and their opponents. Each party must have an honest look at the situation and ask themselves what options it has for advancing their interests -- considering all forms of force, not just the most obvious approaches. When dealing with moderately important issues, compromising through discussion can often lead to quick solutions. However, compromise does not completely satisfy either party, and compromise does not foster innovation.
Collaborating is a better approach to dealing with very important issues. It causes people to listen to and considers different ideas; enables people to increase their potential paths; increases participation and ownership to the decision-making of the group or person. The mediators responsibility is to direct negotiation process, not promote a given solution or solve the problem for the other parties. He might suggest possible approaches to resolving the conflict, insures an open and balanced conversation flow protecting involved members from personal attack. The mediator controls the process without insisting on his own final decisions.
The mediator is effective only as long as both sides of the conflict trust him. This process is the most effective in managing conflicts occur in workplace, but it is a time consuming process. It requires that the parties involved in conflict be willing to work together. The main advantage of collaboration is that when a long lasting solution is found the root causes of the disagreement disappear.
To collaborate, the confronting have to listen to the other partys arguments and then make an attempt to work through the conflict to a mutually satisfactory outcome. In collaboration, the parties involved attempt to understand the basic issues of the problem working together find an appropriate to both long-range solution. There are some concepts that are less effective in solving conflicts. It could help for a definite period of time, but do not crack a problem completely. Avoidance and escalation of conflicts belong to this type.
Options, which produce short-term victory, may not be very desirable especially if they reduce the party's chances of protecting their interests over the long term. Many people prefer to avoid or lay aside solving interpersonal conflicts but it does not and sometimes worsen it if there is no attempt to resolve the conflict. Avoiding should be reserved for situations where there is an advantage to waiting to resolve the conflict or if a person ignorant and relationships with the other party is unimportant. However, if the relationship between the parties is important, then avoidance is a poor strategy. A person or group should not avoid the conflict, hoping it will go away. If the conflict appears it will never pass away without leaving negative marks.
In a time stress increases and turns to a new disagreement. An unresolved conflict could break out all the positive moments in your work environment. This strategy could be effective only if you simply don't want to get involved in the conflict that does not concerns you or if the issue is not worth. Escalating the problem is another extreme that is not effective.
If a conflict flares up in a time it will be impossible to put it aside. Applying the strategy of disregarding confrontation could cause more harm being used for the purpose of hidden the real situation. A vivid example of applying the compromising and fractionation concept took play in a group of people working on the chemical factory. The matter was that they had to work out and maintain new production line.
But while the project had been worked out the team split into two opposite groups standing their ground in the important question concerning operational safety of the equipment. It was kind of a battle, a great conflict between them as each group tried to prove their approach to persuade the Board chose their model. So, it may lead to dangerous consequences, but the chief executive intruded in the conflict. He gave two team time to end up the project separately, did not interfering or forcing them to work together. And than made up an open discussion asking each party to explain the methods they propose and ask to analyse as drawbacks so advantages of their competitors approach. Wherever choices exist there is a ground for disagreement.
When contention take place it creates a sense of psychological distance between people, such as disregard, feelings of dislike, competition. Taking the position that disagreement has no possible mutually acceptable solution people usually become aggressive, but disagreements may result in opportunities to strengthen relationships and improve productivity. Initially it was difficult to force them to behaviour without aggression, but in an hour the engineers became so enthusiastic involving in the process of discussing advantages and disadvantages of both plans that there were no need to intrude in their relations. The result was excellent.
The equipment was maintained in time and nobody of the staff leave his position. But, if we surmise that the chief executive of the company did not intrude in the conflict or did not insist on negotiations it could cause the company leaving of the promised staff members. Successful negotiators are more likely to label the persons intentions, such as a desire to ask a difficult question or provide a suggestion, and are less prone to label disagreement. Problems are likely, however, to increase if we put all our needs aside to focus on another persons perspective. So, interpersonal conflicts take an important place in communication process of a definite community group.
It is difficult to avoid conflicts, but if it happens it should be put aside. Only elaboration planning could lead to successful solving conflicts and maintaining healthy atmosphere in a community group, which is core factor of the effective and productive working of the any staff.
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