Definition of Conflict at Work - Term Paper Example

Definition Conflict at Work Conflict at work is normal and is inevitable. However, not many people take it positively since they don’t have the necessary knowledge and skills to manage it. As such, this paper seeks to discuss major causes of conflict as well as conflict resolution strategies that an organisation might adopt in minimizing the impact of workplace conflicts. Conflict at work may result from incompatible goals, attitudes, emotions and behaviors leading to opposition and disagreements between workers or between workers and management. It is however realistic to admit that conflicts at workplace is inevitable and that not all conflicts are negative despite the fact that most people tend to avoid conflict. Workplace conflict can be broadly classified into two kind’s i.e, those emanating from differences in people’s ideas, actions and decisions directly relating to the job or when two people are just not getting along (personality clash). Conflict of ideas about any business aspect could be productive when the parties involved brainstorm solutions together (Robert, 2010). Often, compromises reached in a conflict could be better for the business than any of the positions held earlier. This implies that conflicts can at times generate better work practices and relations while initiating positive changes that would otherwise have never occurred. However, this calls for knowledge in conflict management strategies. Otherwise, conflicts could be detrimental to the organization’s operations. Managers should therefore be aware of the common causes of conflicts so as to resolve them before they are unmanageable. Causes of workplace conflicts As stated above, the factors leading to workplace conflict can be broadly classified into two i.e i) Structural factors These include interdependence, specialisation, goal differences, common resources, authority relationships, and jurisdictional ambiguities or unclear lines of responsibilities in the workplace. The ambiguities are likely to promote group and team work conflicts due to confusion over responsibilities. ii) Personal factors These include skills, personalities, perceptions, abilities, emotions, values and ethics, cultural differences and communication barriers whether value related or physical. The structural and personal factors are further analysed in the subcategories below; a) Poor communication Poor communication is a major cause of conflict in the workplace. This may be as a result of differences in communication styles as well as failure to communicate/ communication failure. For instance when a manager reassigns an employee’s task to the employee’s coworker without informing the workers concerned of the changes is likely to trigger a conflict (Weeks, 2009). This is because the employee will feel slighted and this could lead to animosity among the employees concerned and the manager. Failing to communicate in the workplace causes one to make the wrong assumptions and conclusions and also makes workers to increasingly rely on gossip. As such, poor communication will not only result in conflicts at the workplace but will also decrease employee morale and productivity. b) Personality differences Personality difference among the employees is another major cause of conflicts in the workplace. The different backgrounds and experiences from where employees come from play a great role in shaping their personalities. However, failure by the employees or their managers to understand and accept the differences in one another’s personalities may lead to c conflicts in the workplace. For instance, an employee who posses a straight forward personality and as such speaks whatever is in his mind even when inappropriate may offend fellow workers who do not have the same kind of personality. The employees may feel that the employee lacks authority to deal with them in a straight forward manner or that he/she is being rude hence creating a conflict between them. c) Different values Just like personalities, the values held dear by employees vary within the workforce. This is especially so when there is a generational gap. Younger employees usually have different workplace values from those of older employees. Failure to accept these differences may therefore lead to conflicts in the work place. When workers can not accept the differences in values, co-workers may start insulting one another‘s experiences and character . This may lead to conflicts that may deteriorate until a right solution is found. d) Competition Competition in the workplace should be healthy since the employees are pursuing the same objectives. However, when there is unhealthy competition among the employees, this might lead to workplace conflict. It is common for some organisations to foster competitive environments than others. However, when salaries are linked to productivity of an employee, there is bound to be strong competition among employees (Myatt, 2010). If the competition is not managed properly, it may result in employees sabotaging and insulting each other thus creating a hostile working environment. In addition to creating workplace conflicts, unhealthy competition will always discourage teamwork while promoting individualism. Strategies for reducing the impact of conflict As stated above, conflict is a normal part of the workplace. However, the challenge in a conflict lies with how those concerned as well as the management decides to deal with it. While some decide to conceal, avoid or ignore conflict, it most likely festers and grows into resentment, creating withdrawal and functional infighting which is not healthy for workplace functioning. As such, there is need to develop effective strategies for managing conflict in a bid to develop a sustainable and enjoyable workplace and workplace relations. Below are some strategies for reducing the impact of conflicts in the workplace. a) Defining what the organisation considers acceptable behavior – the seemingly simple step of defining what constitutes and is considered acceptable behavior is a great step towards workplace conflict resolution. Creation of a decision making framework, employing published delegation of authority statements, encouragement of sound workplace practices in collaboration, leadership development, team building as well as talent management are vital in workplace conflict management (Charity, 2007). There should also be clearly defined job descriptions so that everyone knows what is expected of him in addition to a well articulated chain of command that allows effective communication is helpful in conflict management. The organisation should also ensure that what will or won’t be tolerated is made clear and public. b) Hitting conflict head-on- though it’s not always possible to prevent conflicts, conflict prevention wherever possible is an effective conflict management strategies. Management should seek out potential areas of conflict and proactively intervene in just and fair fashion is vital in preventing occurrence of conflict. Prompt dealing with conflict is an effect way of minimizing its severity whenever it flairs up. Spending time to identify and understand natural tensions is helpful in avoiding unnecessary conflicts. c) Understand the what is in for me factor (WIIFM) - Understanding the other employee’s (WIIFM) position is a critical strategy in reducing impact of conflict. Understanding other’s motivation prior to weighing in is essential. Helping those around you achieve their objectives is vital in conflict management. In addition, approaching conflicts in a perspective of taking action that helps others best achieve their goals will be effective in reducing the obstacles which stand in your way in your bid to reduce impact of conflict. d) The importance factor- it is advisable for one to pick their battles and avoid conflicts for the sake of conflicts. However, at times the issues at hand are important enough to create conflicts hence making it surely important to resolve (Cameroon, 2011). When the issue, situation or circumstances are important enough and there is much at stake, people should do whatever is necessary to open lines of communication while closing positional and philosophical gaps. This way, the impact of the conflict could be minimized. e) Viewing conflicts as opportunities – every conflict has a potential for a tremendous learning/ teaching opportunity. Disagreements have inherent potential for growth and development. For instance, managers should leverage conflict for leadership development and team building purposes. Divergent positions if addressed properly will stimulate learning and innovation in unimaginable ways. As such, if everyone looks for the upside in all divergent positions, most likely the impact of conflict will be minimized. Conclusion It is clear that conflicts in the workplace are caused by factors that we can control and others beyond our control. However, conflicts if not properly handled can be detrimental to the organisation. As such, it is important for the organisation to develop effective strategies for minimizing the impact of conflicts in the workplace. However, it is important to recognize that resolutions to conflict will be found where everyone sincerely desires to solve it. Compromise, empathy, being active listeners, compassion, finding common ground, offering service above self are strategies that are effective in building rapport where the underlying desire is strong enough. However, where the above are not possible and positional and philosophical gaps can not be closed, parties to the conflict as well as those involved in its resolution should ensure that they do not attempt to resolve the conflict by taking sides or playing favorites but by doing what is right. This way, the organisation will be effective in minimizing the impact of work related conflicts to manageable levels. References: Cameroon, B2011, Contemporary issues in human resources management, The National Journal of Human Resources Management, vol. 58, pp451-456. Charity, M2007, Work place conflict, Washington Business Journal, vol.15, no.2, pp.152-160. Myatt, M2010, Managing conflict in the work place, London, Rutledge. Robert, B2009, People skills: How to assert yourself, Listen to others, and Resolve conflicts, Oxford, Oxford University Press. Weeks, M2009, Dealing with workplace conflict, The International Journal of Human Resources Management, vol.102, no.5, pp.95-107. Read More