Effect of Communication in Conflict Management - Research Proposal Example

Effect of Communication in Conflict Management Contents Chapter Problem Definition 3 Background 3 Research problem 4 Research objective 5 Scope/delimitations 5 Chapter 2: Review of the literature 6 Introduction to the literature 6 Causes of conflict 6 Conflict management approaches 8 Communication and conflict management 10 Summary of literature review 13 References 14 Chapter 1 Problem Definition Background Conflict is the existence of divergent opinions between two or more people who have decision-making powers within an organization, leading to misunderstanding and the inability to work together. Various approaches have been developed to effectively manage conflicts within an organization with little success due to the complexities of the challenges involved. Communication, the process of exchanging information between two or more parties in an organization, can be effectively used to manage a conflict. Effective conflict resolution is essential in ensuring harmonious operations of different aspects of the society including business organizations, families and government institutions. Various approaches have been developed in pursuit of effective conflict resolution and the elimination of the negative impacts of conflict within the society. Mediation is among some common conflict resolution approaches that have been adopted in various parts of the society. Accommodation is also indicated as the second traditional approach that has been used to address workplace conflict (Kaitelidou et al, 2010). This can be achieved by ensuring that both sides to the conflict are satisfied and their issues addressed effectively to avoid a situation that can create conflicts. Satisfaction of the two sides of the conflict can help in creating harmony in the short term but the implications on the company’s resources will be massive. Though it increases collaboration between the parties that are antagonizing the situation, accommodation cannot results into similar and mutual feelings, as loser-victor situation is unavoidable. However, the success of these approaches is limited by the level of understanding between the two parties that are embroiled in the conflict. Communication is the best tool that can help diffuse the tension between the parties to a conflict and ensure that members understand the dimension of each other. Communication is an integral tool in the management of every aspect of an organization and must be integrated in the operations and day-to-day running of such an institution. Top-level executives and middle level managers must have the ability to communicate with each other and other employees within the organization in order to ensure harmonious and peaceful coexistence (Irvine, 1998). Despite the critical role played by a well-developed communication system, the role of communication in improving the process of conflict resolution has not been fully evaluated. Communication is a multifaceted tool that brings together different elements within an organization and enables people to iron out their differences by bringing out their grievances. However, research has focused more on how communication can improve organization’s productivity and profitability at the expense of using it in conflict resolution. By bringing together all the parties to a conflict to a negotiation table, the use of proper communication tools can improve their level of understanding and make it possible for the conflict to be resolved. Research problem Conflicts have contributed to massive loss of time and resources in most organizations across the world as parties continue to antagonize each other. In such an environment, the goals and missions of the organization are shelved and other interests which fuel the conflict are given center stage. As a result, organizations lose productive time as its employees argue with each other over issues that can be addressed if the right approach is adopted. Though various approaches have been introduced to help organizations to resolve conflicts, little success has been witnessed. As a result, there is need for developing the right conflict management approaches, which can enable an organization to reduce the emergence of conflict and address the existing ones. In this paper, communication is proposed as an alternative conflict management approach, which can be effectively used to minimize the impact of conflicts on organizations. This research will therefore seek to highlight how effective communication approach can be used to improve the process of conflict management within organizations. Review of literatures on communication in organization and how it can be used in managing conflict within organization will be conducted to form the basis for the paper. Research objective In this research, the benefit of using communication, as a tool for conflict management will be evaluated based on data that will be collected from various institutions in McLaren, Central Michigan. Results from this research will be critical in helping organizations in Mount Pleasant Missouri in the United States to improve their operations and limit the negative implications of conflict on its performance, productivity and profitability. The cost of conflicts on organizations makes it important for a new and effective strategy to be developed in order to resolve conflicts effectively. Scope/delimitations This research will cover the elements of communication that can successfully be applied to the management of conflicts. It will also highlight the role of effective communication structures within organizations in the management of existing or emerging conflicts, which can affect the success of the organization. However, it will not delve deep into the diverse scenarios that are involved in the development of conflict within organizations but will instead concentrate on finding solutions to these conflicts. Chapter 2: Review of the literature Introduction to the literature In this chapter, various research articles and publications that have been made on communication and management of conflict will be reviewed. The articles of concern include those that describe the benefits of communication and conflict management within small and large multinationals in different parts of the world. Extensive research exists that have covered the benefits of communication in the management of various challenges that exist within organizations. Though conflict and communication have not been addressed in concert, most of these articles have highlighted how lack of adequate communication can increase lack of understanding within modern day organizations. Causes of conflict Conflict within an organization can arise from different sources based on the management approach and the challenges faced by the employees within the organization. According to Brinkert (2010), the origin, cost and intervention approaches for the conflict within the nursing fraternity have been discussed. Within the nursing fraternity, source of conflicts have been cited to include the individual causes, the interpersonal factors and even the issues within the organization that affects the normal working relationship of the nurses, as corroborated by Cohen (2015). Brinkert (2010) also categorizes conflict within a nursing department into role, horizontal and intergenerational conflicts which require different approaches to effectively manage and ensure harmonious coexistence within the workplace. Nurses have multiple roles within their workplace and this increases the number of people that they interact with at any point in time. Brinkert highlights a program evaluation program in the United Kingdom, where nurse managers undergo role conflict, which results into lack of coordination and understanding with other members of the department. Tension between employees has been associated with the emergence of verbal abuses, which is a demonstration of communication breakdown resulting into the use of harsh and condemnatory words. Bullying and horizontal conflict is so common within the nursing work environment and aggression from patients and other members of the fraternity (Paul, 2001). Brinkert (2010) also defines conflicts that occurs between different generations between the workplace which makes it difficult for various decisions to be implemented without conflict and misunderstanding. Generational differences result into the emergence of diversity in ideas, approaches to solve various challenges thus providing an avenue for conflict, and differences. Today, the workplace has four generations with different perceptions towards the workplace, technology and other aspects of the economy (Elaine, 2000). Though individuals have personal behaviors and patterns, generational differences cause’s conflicts associated with lack of a common view of various issues within the four generations. Study of the behavior cohorts within the four generations have pointed out the possibility of generational conflicts, which are responsible for non-harmonious working conditions (Alexander, 1979). Apart from conflict among nurses, Brinkert (2010) also points out the presence of conflict between nurses and members of other professions including physicians and therapists who are also responsible for service provision to the same patient. Nurse-physician conflict is one of the common conflicts that exist within the workplace making it difficult for the two to work harmoniously and address the challenges faced by patients (Hung and Lin, 2013a). Hung and Lin (2013a) point out to a different classification of conflicts based on the issues that may arise among professional employees as opposed to career or role conflicts. Interpersonal conflict is viewed as the perception of differences between two parties, which arise from the existence of different viewpoints (Hung and Lin, 2013b). Stating results from a research conducted by the Intragroup research, Hung and Lin (2013b) assert that interpersonal conflict are task related differences which are based on the existence of various perspectives, ideas and even opinions on how to address various workplace issues. Conflict can also be viewed from a sales context, which is categorized as the disagreement between the buyer and the seller or a salesperson and the purchaser based on the description of the product or even the sales price (Alexander, 1979). Conflict management approaches Various conflict management approaches have been used in various ways by different organizations and the results have been relative based on the nature of the conflict and the implication it has on the business. Traditional conflict management strategies that have been used have had mild impacts in helping address the root cause of the conflict and disagreement within the organization. In Kaitelidou et al (2010), various conflict management strategies have been devised for the management of generational and role conflict within the workplace. However, most of the strategies that discussed in the paper have been adopted by various organizations in different work situations with minimal success, pointing out to the need to develop a more progressive and inclusive approach as improve communication (Elaine, 2000). First, Kaitelidou et al (2010) indicate that conflict can be totally ignored in order for members of the organization to exist harmoniously and avoid antagonizing situations, which can affect their work. This can be achieved if the sources of the conflict are separated in order to ensure that parts, which agree, are allowed to work together while any possible source of conflict is avoided. Though this has been seen as the best way to minimize time loss associated with managing conflict, it cannot be adopted as a long-term solution as the parties to the conflict will continue to hold their grudges towards each other (Hung and Lin, 2013a). Accommodation is also indicated as the second traditional approach that has been used to address workplace conflict according to Kaitelidou et al (2010). This can be achieved by ensuring that both sides to the conflict are satisfied and their issues addressed effectively to avoid a situation that can create conflicts. Satisfaction of the two sides of the conflict can help in creating harmony in the short term but the implications on the company’s resources will be massive. Though it increases collaboration between the parties that are antagonizing the situation, accommodation cannot results into similar and mutual feelings, as loser-victor situation is unavoidable. This presents a new front for conflict and differences, which continue to affect the operations and image of the organization at the expense of service delivery to the customers (Alexander, 1979). Kaitelidou et al (2010) identifies compromise and collaboration as other tools that have traditionally been used to address conflicts within the workplace with considerably low success. In compromise, parties to the conflict are implored to sacrifice their desires in the best interest of the organization and show contentedness with the situation within the workplace. Collaboration on the other hand results into pursuit for the satisfaction of both parties to the conflict, which ensures that no victor or loser emerges in an attempt to address the conflict and bring harmony to the organization. Though the two are effective to a certain degree in the management of conflict, Kaitelidou et al (2010) indicate that they are temporary and time and resource consuming for an organization to achieve. It is important to note that Jeffery et al (2003) also discuss the use of collaborative modeling for the management and resolution of workplace conflicts between the antagonizing parties. To achieve this, the authors point out the benefits of using teams and middle level managers in ensuring that employees exist in harmony and share a common objective for the organization. In a collaborative conflict management model, employees are allowed to participate in the process of decision making through teams in order to increase employee participation and involvement. Though this model as described by Jeffrey et al (2003) can help reduce the high level of tension among employees by ensuring that each is involved in decision making, it is a timely and expensive model that is unreliable (Lincoln, 2001). Communication and conflict management In Okafor (2014), communication is discussed as a possible model that can help reduce the tensions associated with conflicts and disagreements within the workplace. In most instances, conflict results from lack of agreement and communication breakdown between different people within an organization. In making strategic communication, an organization must collect all the necessary information pertaining to the issue at hand before actually delivering it to the audience. It seeks to remove all doubts in the minds of the observers, the stakeholders and the public as a whole on how a company is handling a situation that may seem out of hand at face value analysis. While making strategic communication, an organization depends on the key resourceful people to decide on the extent of the delivery and the information to make public at what time and in what way. This is due to the important role that strategic communication plays in reviving the image of an organization during crisis and conflict (Lincoln, 2001). In such a situation, disagreements can graduate from a simple lack of understanding due to poor communication skills into a major conflict that can push the organization into an impossible situation. Communication is therefore important in the development and resolution of conflict as it has the power to cause and provide better approach for management and resolution. Communication is a double-edged tool that if not well used can cause conflicts in an organization but also has the power to enable managers and organizational leaders to limit the level of conflict. Communication can be strong venom, which can increase resentment, misunderstanding and hatred, a significant contributor to the emergence and growth of conflict. This arises when communication and language is misused in order to help few people achieve their goals at the behest of other members of the organization. However, careful use of communication can present an opportunity for an organization to remain robust and be able to address the various challenges it faces in sober and sincere manner (Lincoln, 2001). According to Darling and Fogliasso (1999) organizational communication is defined as processes that involve the collection and coordination of organizational activities to enable it achieve its goals within the set timeframe. Proper communication channels in an organization aids in the processes of solving problems and communicating the processes of problem solving to all the concern parties in a timely manner. In the current business environment, large volume of information is communicated using advanced technological tools to enhance performance and profitability of the organization. Communication creates organizational excellence which stems from the dedication of the people who are effectively communicated to the deliver their best to the organization they work for. Effective communication is an art that transcends the simple need to transfer information between two parties but involves the desire to form a strong bond and understand the needs of each other verbally and nonverbally. Spaho (2013) states that business partners or employees within an organization can effectively use communication to create harmony and understanding devoid of different forms of ambiguities and abstractness. Effective communication is considerate of the feelings, needs and desires of other people and this result into the development of approaches to address issues such as attitude, interests, needs and desires, which are responsible for misunderstanding or even conflict. Okafor (2014) corroborates this by stating that in effective communication, facts are mastered and effective approach is developed for relaying such facts without affecting the inner feelings and attitude of the receiver. In addition, Spaho (2013), states that effective communication can be used to address various forms of conflicts because most conflicts are based on the presence of misunderstanding and lack of communication. By developing an effective, empathetic and considerate communication process, employees or even managers in an organization can be able to effectively address all the emerging issues without antagonizing each other as has been seen in various cases. To employ communication as an effective conflict resolution tool, various communication techniques such as listening, defusing, and pausing and reflection techniques can be used to improve understanding and diffuse possible tension. The adoption of positive talk, problem talk and compassionate appeal to each other while passing out information or breaking bad news can be critical in ensuring that the employees exist in a respectful environment. According to Koza and Dant (2007) validation techniques can be used to improve the benefits of communication in addressing issues associated with workplace conflicts and differences. With validation, the listener uses various approaches to unable the speaker realize that the information has been understood and any possible sources of conflict are eliminated. Techniques such as maintaining a steady eye contact with the speaker or even nodding can enable the speaker make a connection with the listener and reduce instances of miscommunication and misunderstanding. Validation of the information from a speaker is a demonstration of the commitment between the two parties to the communication and an indication that the point of view is understood and shared. Defusing technique can also be used in the process of conflict management through communication, which includes accepting the point of view of the angry partner in order to reduces the tension and cool the anger (Spaho, 2013). In the presence of conflict, anger and conflict runs high and parties to the conflict can resort to a fistfight if none agree to cool down and accept the viewpoint of the antagonizing partner. With diffusion technique, the issue of the conflict is not immediately addressed but tension is reduced to ensure that a better environment is provided to ensure that understanding can be negotiated later. Spaho (2013) states that through stressing the accuracy of the information passed by the angry partner, communication can be used to create a temporary illusion of understanding and peace, which can provide a basis for future deliberations and conflict management. Within different organizations, conflict arises from challenges associated with the sharing of resources and the commitment of employees in achieving various goals as outlined by the strategic plans of the organization. Such a situation can create disharmony as members of the organization continue to fight over resources thus reducing time commitment to addressing the important challenges that the organization may face. Summary of literature review Brinkert (2010) has demonstrated that extensive conflict in various organizations is catastrophic is pursuit of excellence and productivity. Consequentially, there is need to develop the right approaches aimed at mitigating and resolving the conflict without harming the reputation of the business. Alexander (1997), Hung and Lin (2013A) and Spaho (2013) have demonstrated that communication is integral in the management and resolution of conflict at the workplace. Okafor (2014) has clearly demonstrated that through the right communication, conflict at the workplace can be reduced as people of divergent views are brought together to think and act as a unit. These articles, among others that have been reviewed demonstrate the important position of communication in conflict resolution. References Alexander, E. (1979). The reduction of cognitive conflict: Effect of various types of communication. The journal of conflict resolution, 23(1), 120-141. Brinkert, R. (2010). A literature review of conflict communication causes, cost, benefits and intervention in nursing. Journal of nursing management, 18, 145-156. Cohen, S. (2014). Resolving conflict by setting ground rules. Nursing Management, 45(5), 17-21. Darling, J.R. & Fogliasso, C.E. (1999). Conflict management across cultural boundaries: a case analysis from a multinational bank. European Business Review, 99(6), 383 – 392. Elaine, L. (2000). Scrolling around the new organization: the potential for conflict in the on-line environment. Negotiation journal, 16(2), 133-142. Hung, K. & Lin, C. (2013A). More communication is not always better? The interplay between effective communication and interpersonal conflict in influencing satisfaction. Industrial marketing management, 42, 1223-1232. Hung, K. & Lin, C. (2013B). When is communication effective for reducing interpersonal conflict? The moderating effects of credibility and benevolence. International business research, 6(10), 141-152. Irvine, L. (1998). Conflicts of interest. The British Journal of Administrative Management, , 8. Jeffrey, A. et al. (2003). Using collaborative modeling to mediate workplace conflict. Equal opportunities international, 22(5), 25-30. Kaitelidou, D. et al. (2012). Conflict management and job satisfaction in pediatric hospitals in Greece. Journal of nursing management, 20, 571-578. Koza, K.A & Dant, R.P. (2007). Effects of relationship climate, control mechanism, and communications on conflict resolution behavior and performance outcomes. Journal of Retailing, 83(3), 279-296. Lincoln, M. (2001). Conflict resolution education: A solution for peace. Communication and the law, 29-40. Okafor, C. (2014). Conflict resolution through effective communication. Interdisciplinary journal of contemporary research in business, 5(9), 321-334. Kafka, P. (2001). Editorial. Journal of communication management, 6(1), 7. Spaho, K. (2013). Organisational communication and conflict management. Management, 18(1), 103-118. Read More