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theory of conflict management
theory of conflict management
Conflict Management Styles
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The way people behave within conflict is a strong indicator of whether peaceful resolution is a possible outcome of conflict management (Eunson, 2007). Conflict management is defined as the process which focuses on the behaviour, relationships and context of conflict in order to create and maintain stable communication between those in conflict (Jeong, 2010). It is argued that peaceful resolutions are found when all parities involved in the conflict have had their individual outcomes satisfied (REF). People have the choice to position themselves with the right intention so everyone has the opportunity to achieve his or her personal outcomes (Rognes & Schei, 2010). Individuals who approach conflict with a willingness to see the situation from the other person’s perspective can effectively manage conflicts towards a resolution (Rognes & Schei, 2010; Tezer, 1999). If an individual is willing to use empathy to guide their approach to engaging with conflict they will begin the process of finding mutually beneficial outcomes (Rognes & Schei, 2010; Cornelius & Faire 2011). Firstly, in order to analyse fundamental behaviours within conflicts key approaches are identified by discussing three conflict behaviour models to better understand the nature of behaviour and its influences on conflict. Secondly, an integrative approach to conflict is discussed as a productive approach to conflict management. Thirdly, specific behaviours that sit within the integrative model are discussed along with discussion on unhelpful behaviours contrary to the integrative model. An affirmation of the integrative approach to conflict management discussion is undertaken by reviewing conflict management within traditional African Pygmy colonies. The way people per...
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Rognes, J., & Schei, V. (2010). Understanding the integrative approach to conflict management. Journal of Managerial Psychology. 25(1), 82-97.
Tezer, E. (1999). The functionality of conflict behaviors and the popularity of those who engage in them. Adolescence, 34(134), 409-15. Retrieved from http://search.proquest.com.elibrary.acap.edu.au/docview/195930854
Wood, J., Zeffane, R., Fromholtz & Fitzgerald, J.A. (2006). Organisational Behaviour: Core concepts and applications. Milton: John Wiley & Sons Australia.
Robbins , Stephen P. and Judge, Timothy, A. Organizational Behavior. Upper Saddle River, New Jersey. Prentice Hall. Pearson Custom Publishing. 2008 Print
Langton, Nancy, Stephen Robbins, and Timothy Judge.Organizational Behaviour: Concepts, Controversies, Applications. Fifth Canadian Edition. Toronto: Pearson Canada, 2009. 141, 574-84. Print.
Hocker & Wilmot, 2007, Poole, & Stutman, 2005 Folger and 2007 Cahn& Abigail. "Interpersonal Conflict and Conflict Management." Devito, Joseph A. The Interpersonal Communication Book. Boston: Pearson, Allyn & Bacon, 2009. 276.
Conerly (2004), further states two things attribute to the way conflict is managed. One is the importance of meeting your own goals and the other is the importance you attribute to relationships and wanting to get along with others.
Four sources of conflict presented by Lamberton & Minor (2014) are content, values, negotiation-of-selves and institutionalized will be discussed. Awareness of and knowing what causes conflict is important in strategizing ideas and plans to resolve them. Explanations and examples of these four sources will follow. The outcome and process of resolving conflict can affect what direction and success we achieve personally and
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).
McShane, S.L. and Von Glinow, M. A. (2009). Organizational Behavior: Emerging knowledge and practice for the real world. McGraw-Hill.
Ivancevich, John, Knopaske, Robert, Matteson, Michael, Organizational Behaviour and Management (10 edition (January 30, 2013). New York, NY: McGraw-Hill/Irwin
Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. . Journal Of Organizational Behavior, 13(3), 265-274.
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).
Robbins, S. P., & Judge, T. A. (2011). Essentials of Organizational Behavior. Harlow England: Pearson Education Limited.
Conflict is unavoidable and connected to a world where different ideas and opinions are challenged. Negative conflict occurs when voices are not expressed appropriately, discussions are not in control or different parties reject moving forward with a solution. There is difficulty resolving disagreements because there are multiple reactions to disputes. However, a positive conflict supports debates without a destructive outcome. They improve communication, introduce principles that are important to others, and reduce chaos. On the other hand, the approach that a person uses to address conflict dictates the outcome they receive. Methods for resolving conflict include avoiding the problem, smoothing out a situation, competing against the ideas
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).
In term of cultural and ethnic differences in conflict, there are important factors which deal with conflict. According to cultural and ethnic difference in conflict, we separate people in two groups; there are Individualistic culture and Collective culture (Ting-Toomey, 1985). In this case, the member of individualistic culture will separate issue of conflict but the member of collectivistic culture is in contrast (Ting-Toomey, 1985). In addition, member of individualistic group prefer Confrontational and direct attitude but member of collectivistic culture prefer Non-confrontational and Indirect attitude (Ting-Toomey, 1985). In term of managing conflict, member of individuali...
Thompson, P & Mchugh, D 2002, Work organisations: A critical introduction, 3rd edn, MacMillan Palgrave, New York, viewed 4 April 2014, http://site.ebrary.com.ezproxy.uow.edu.au/lib/uow/docDetail.action?docID=10038997&p00=organisational+behaviour.