Introduction
In order of being able to analyze the sources of conflicts regarding the clothing manufacturer, I will present the Conflict Process Model according to McShane and Von Glinow. Therefore, I will first define what conflicts are, and second present the different sources of conflicts and carve out which conflicts are involved regarding to the given case. The third step is to explain two different strategies to minimize these conflicts in future. Finally, I will provide a recommendation and conclusion.
The Conflict Process Model – Sources of Conflicts and Conflict Management
According to McShane and Von Glinow, conflict is “a process in which one party perceives that his or her interests are being opposed or negatively affected by another party” (328). The Conflict Process Model begins with the different sources of conflict; these sources lead one or more parties to perceive that a conflict exists. These perceptions interact with emotions and manifest themselves in the behavior towards other parties. The arrows in the figure illustrate the series of conflict episodes that cycle into conflict escalation (McShane and Von Glinow 331-332).
Figure 3 Model of the Conflict Process
Source: McShane and Von Glinow 332.
This model distinguishes six possible sources of conflict that may arise: incompatible goals, differentiation, interdependence, scarce resources, ambiguous rules, and communication problem (McShane and Von Glinow 332-333). Incompatible goals involves that “the goal of one person or department seem to interfere with another person’s or department’s goal” (McShane and Von Glinow 333). Differentiation is described as the “difference among people, departments, and other entities regarding their training, values, beliefs, and experiences” (McShane and Von Glinow 333). Interdependence “occurs where individuals operate interdependently except for reliance on a common source or authority” (McShane and Von Glinow 335). Scarce Resources are a source of conflict when several persons or units require the same recourse to fulfill their goals. Ambiguous Rules occur as a source of conflict because “uncertainty increases the risk that one party intends to interfere with the other party’s goals” (McShane and Von Glinow 335). Communication Problems are a source of conflict “due to the lack of opportunity, ability, or motivation to communicate effectively” (McShane and Von Glinow 333).
One of the major sources of the conflicts, regarding to the given case, is incompatible goals: “the new executives clashed with the current executives regarding business strategy” another evidence for that is that the CEO says they 'ended up with an old team and a new team and they weren't on the same wavelength'.
Look up the word conflict in the dictionary and you will see several negative responses. Descriptions such as: to come into collision or disagreement; be at variance or in opposition; clash; to contend; do battle; controversy; quarrel; antagonism or opposition between interests or principles Random House (1975). With the negative reputation associated with this word, no wonder people tend to shy away when they start to enter into the area of conflict. D. Jordan (1996) suggests that there are two types of conflict: good, which is defined as cognitive conflict (C-type conflict) and, detrimental, defined as affective conflict (A-type conflict). The C-type conflict allows for creativity, to pull together a group of people with different opinions or ideas, to combine and brain storm all thoughts to develop the best solution for the problem. The A-type conflict is the negative form when you have animosity, hostility, un-resolveable differences, and egos to deal with. The list citing negative conflicts could go on forever. We will be investigating these types of conflicts, what managers can do to recognize conflict early, and what strategies they can use to resolve conflicts once they have advanced.
Conflicts arise when people’s interest, values, actions, views or expectation come into contact and there is a difference of opinion and thus a disagreement (Conerly, 2004). The way people view the conflict will determine whether the resolution will negative or positive consequences.
Conflicts situation can happen at any time. There are many different ways to handle conflict situations. To strengthen our skills in responding to conflicts situation we must understand the various conflict management style. The five styles of conflict management style include: Competing, Avoiding, Accommodating, Collaborating, and Compromising. The competing style is like a shark, a competitive approach to ensure only your views counts. Avoiding is like a turtle, avoiding every situation and giving up. Accommodating is like a teddy bear, working against your own goals to move forward. Collaborating is like an owl, working together with your partner to achieve both your goals. Compromising is like a fox, negotiating half your goals in order
In simple terms conflict resolution means solution to end a conflict by means of sorting the disagreements and disbeliefs between the indulging parties. In recent times conflict resolution has become a part of corporate world where conflict resolution is considered as methods and process which are involved in aiding the peaceful ending of conflict with in organisations. These conflicts revolves between the group members and often dedicated member of the group try to solve the conflicts by keenly communicating information about the reasons or ideologies behind the conflicts. This report aims at highlighting the personal conflicts that are common in organisations and the solutions to resolve those conflicts. This report is confined to personal and inter-personal conflicts in organisations and does not include issues regarding group and intra-group conflicts.
Conflict would occur when “disagreement exists” within an organisation over different issues (French, 2011). These issues can be associated with power; “the potential ability to influence behaviour” (Pfeffer, 1992 p. 713: cited in Martin, 2005).
Conflict as taught for graduate and professional work in conflict resolution commonly has the definition: "when two or more parties, with perceived incompatible goals, seek to undermine each other's goal-seeking capability".
Conflict is a process that happens when one party aware of something that another party concern about has negatively affected. The sources of conflict are communication, structure and personal variables occur in both party. The source of conflict is the communication between different cultures with various meaning in words. The higher chance of organizational structure causes conflict as the size of organization is larger. Personal variables causes conflict as both parties involve in same issue with different opinion. There are two reasons of cognition and personalization is perceived conflict and felt conflict. Perceived conflict is one or more parties aware of certain condition will cause conflict. Felt conflict is an emotional
What do really know about conflict management within an organization? We know that there are issues that almost every manager, leader, or employee will have to deal with at least one time or another within the workplace. Conflict can be defined by Rahim (1986), as an interactive process due to a disagreement between two people (Shabbir, Atta, & Adil., 2014).
Before understanding how to deal with conflict, one must understand what conflict is. Conflict can be defined as, “any situation in which incompatible goals, cognitions, or emotions within or between individuals or groups lead to opposition or antagonistic interaction” (Learning Team Toolkit, 2004, pp 242-243). Does the idea of conflict always have to carry a negative connotation? The growth and development of society would be a great deal slower if people never challenged each other’s ideas. The Learning Team Toolkit discusses three different views of conflict: traditiona...
In order to fully appreciate the subject of conflict analysis, a definition review is suggested. A “conflict situation” is defined by Kilmann and Thomas (2009) as “…those in which the concerns of two people appear to be incompatible” (p.1.) Perhaps the only additional information that needs to be added to this definition is “…the concerns of two people or groups of people…”
Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. . Journal Of Organizational Behavior, 13(3), 265-274.
In several occasions, conflict occurs in the communication of one or two people. Several people have thought of conflict as cases involving pouring of furious anger in a communication process. Nonetheless, conflict is the misinterpretation of an individual’s words or values (Huan & YAzdanifard, 2012). Conflict can also be due to limited resources in an organization (Riaz & Junaid, 2010). Conflict may as well arise due to poor communication or the use of inappropriate communication channel of transmission of information between the involved parties. Management of conflict has various conflict management styles that include avoidance style, forcing style, passive-aggressive style, accommodating style, collaborating style and compromising style. Workplace conflict comes in two different kinds: task involving conflict, which focuses on the approaches used in resolving the problem and blaming conflict that has the aspects of blame and never brings element of resolving problems between the conflicting parties. In the perception of several individuals, relationship conflict is negative.
Many people enjoy working or participating in a group or team, but when a group of people work together chances are that conflicts will occur. Hazleton describes conflict as the discrepancy between what is the perceived reality and what is seen as ideal (2007). “We enter into conflicts reluctantly, cautiously, angrily, nervously, confidently- and emerge from them battered, exhausted, sad, satisfied, triumphant. And still many of us underestimate or overlook the merits of conflict- the opportunity conflict offers every time it occurs” (Schilling, nd.). Conflict does not have to lead to a hostile environment or to broken relationships. Conflict if resolved effectively can lead to a positive experience for everyone involved. First, there must be an understanding of the reasons why conflicts occur. The conflict must be approached with an open mind. Using specific strategies can lead to a successful resolution for all parties involved. The Thomas-Kilmann Conflict Mode Instrument states “there are five general approaches to dealing with conflict. The five approaches are avoidance, accommodation, competition, compromise, and collaboration. Conflict resolution is situational and no one approach provides the best or right approach for all circumstances” (Thomas, 2000).
Rahim (2002) differentiated person’s perception towards handling a conflict into two: “concern for self and concern for others” (p. 216). Further, the study explored two types of conflicts and observed that most conflicts arise during the decision-making process. Dysfunctional conflict, which hinders team performance and interpersonal relations due to individual’s self-interest in implementing particular decision. Functional conflict serves organization purpose with employees involved in the conflict regarding which proposal to implement (Rahim, 2011).
(Asawo, 2011). Conflict can occur in any setting and as leaders in organizations guide and