Interpersonal Skills and Conflict Management - Case Study Example

Management ISC Name Course Name and Code Instructor’s Name Date Introduction Interpersonal Skills and Conflict Management is a mechanism that can be embraced to facilitate harmonious co-existence of a given category of people. It is prudent to note that the string of ties or relationship that one creates with is closeness with his/her family could not be the same as those perceived at the work place (Scott, 2009). There is likelihood of change in every aspect. One of the prominent factors to consider when interacting with people is the capability of resolving any emanating form of conflict with ease. Since there will be likelihood of not getting along with other members of your work group (Scott, 2009). It is critical that one ought to be able to identify what kind of conflict he/she is dealing with. On this premise this essay will deal with managing conflict especially as reflected in our tutorial presentation. It is imminent that this form of specific ISC-related topic would need particular attention and Improvement. Essentially conflict occurs in varying degree and as a result it is categorized based on surrounding conditions that has potential to implore conflict. Therefore to be able to promptly address the any issue arising from conflict it would be demanding that the identification of the kind of conflict is first perceived. To be prompt in solving conflicts one ought to step out of his/her shoes and analyze the wider scenario surrounding the events such that other people’s opinions and or views are taken into consideration (Scott, 2009). Some scholars have come up with various classification of conflicts based on how it emanates. Among the prominent classification are based on; Relationship, Task, Process, Structural, Value, and Unrealistic. According to Jehn & Mannix (2001) the three major types of conflicts likely to arise in a work group situation are; Relationship, Task and Process. Conflicts arising out of relationship are based on different personality matters. Normally it is as a result of some disorientation in social interaction due to such factors as emotional imbalance and adverse feeling towards others. The issues that are in contention might bring in a lot of emotional discord (Scott, 2009). Therefore the aspect of relationship is very sensitive and it ought to be keenly tackled in order for a work group to be able to work effectively and efficiently (Jehn & Mannix, 2001). On this basis the factors that most likely trigger this kind of conflict can be as a result of negative attitude (Rahim, 2010) towards others which encompass behavior, emotions, communication, work habit, honesty, insubordination and perceptions among others (Scott, 2009). Another prominent form of conflict likely to be triggered in a work group situation is that based on task. Handling any task in a work group is a challenging situation and more often than not it will involve contribution from different points of views. Well as the saying goes everyone is entitled to his own opinion, people would tend to prefer their personal contribution and would want to see them implemented to the detriment of others contribution. One of the basic forums to avoid such would require that the people involved in a work group should be given the opportunity to understand and appreciate the nature and character of the task at hand. The intention and objective to be attained within a specific task must be made clear. The objectives of the task at hand should be made precedent over and above personal views and differences. The functionality of the work group would demand that a leadership role be given priority in order to secure and see through the task. The leadership can play a vital role in settling conflicts beforehand (Jehn & Mannix, 2001). On the other hand, one of the major causes of conflicts arises from processes to be used in facilitating a certain end. Completing a task would require adopting a certain process. More often the processes would vary depending on the advantages it affords as against disadvantages. Though many processes would provide varying advantages, the section of the most viable process can be a daunting task and it is from this that conflict would most likely occur. On this pedestal securing and assigning responsibility for the process to meet certain targets would be most difficult when dealing with a work group. The different potential and abilities portrayed by the persons would definitely vary and so will be the choice of the appropriate person. The choice therefore would form a basis for conflict situation (Jehn & Marrix, 2001). To understand conflict resolution mechanism is essential to any work group. Some of the perspectives proposed to manage conflicts include; (a) Acknowledging other people’s points point of view/opinion The differences in opinions is what normally triggers conflict and therefore it is one must come to an understanding that whatever others contribute in terms of information must be deciphered positively (Scott, 2009). Human beings are a by- product of their environment, education, cultural values backgrounds as well as religion (Scott, 2009). These factors are very influential in understanding the behavioral tendencies of others. It would be a formidable working formula for avoiding and/or managing conflicts if probably those involved in a work group consolidate these differences to foster a common goal. (b) Recognizing emotions in others There is need to view personal values on a positive note. Emotions when not controlled can result to negative outcomes such as conflicts. It is on this basis that when dealing with people in a work group one ought to be sensitive when dealing with others especially where some emotive issues are being likely into surface. Negative emotional attitudes portray negative behavior which indeed is a bad vice for any work group (Scott, 2009). It is on this premise that everyone’s contribution must be given a chance and that everyone ought to be encouraged to assess their own respective contributions such that no blame would suffice. How it relates to ISC Skills The above perspective among others forms fundamental grounds for understanding and managing conflict in any surrounding. Conflict management is intricately intertwined with the aspects of interpersonal skills such that one cannot work without the other. For one to be able to handle issues relating to or arising out of conflict it is foremost important he/she has developed some skills in interpersonal skills such that he/she is vast and aware of each person’s attributes. Any work group will at one point involve themselves with varying contributions to meet an objective. It is essential therefore that any form of acquiring interpersonal skills and conflict management must be embraced. To facilitate a conducive working environment one ought to be able to apply any interpersonal skills possessed or acquired. It is the positive interaction that would enable thing to go on swimmingly. Efficiency and effectiveness of any undertakings at the work group level must utilize such skills and in case of any adverse outcome then the skills for conflict management must be invoked to bring about tranquility. How it affects my presentation in your tutorial group The presentation in my work group has the same challenges as enunciated in this article. Whatever I have written down is just part of what I perceived was relevant to my tutorial group situation. Therefore I have come up with a strategy to utilize the perspectives in order to work out effectively and efficiently when making any contribution in the group. The elements that I have acquired from the academic contributions are what I will use. However I will strive to implement the theoretical aspect to fit in my practical situation. At some point I will be force to modify to improve the situation. Develop a plan to improve the topic One of the strategies I have adopted in improving conflict management is to try and add some practical aspects into it such that the experience I perceive for the tutorial group presentation will ultimately be presented based on the peculiarity of any matter. I therefore intend to carry out an analysis of the kind of response I get from the group while I am implementing the theoretical part. Conclusion Conflict management is a very vital tool in any work group. It is crucial that every group member be given some highlight on what conflict is, how and where it emanates from as well as how to manage or control it. In any life situation conflict is imminent and so long as one has to interact with another, it would be vital and safe that one is equipped with skills on how to identify and manage any disagreement swiftly. Though there are many elements contributing to conflicts, each situation should be addressed on its own peculiarity and as the circumstance would allow. Therefore conflict management as one of the skills to be acquired in Interpersonal skills and conflict management would need its development through practice. Reference List Ayub, N, 2010, National Diversity and Conflict: The Role of Social Attitudes and Beliefs, 2010. Doherty, N, 2008, The Essential Guide to Workplace Mediation and Conflict Resolution: Rebuilding Working Relationships, London: Kogan Page Publishers. DuBrin, A, 2011, Essentials of Management, London: Cengage Learning. Dyer, W, Dyer ,G & Dyer, H, 2010, Team Building: Proven Strategies for Improving Team Performance, New York: John Wiley & Sons. Halverson, B, 2008, Effective Multicultural Teams: Theory and Practice, London: Springer. Jehn, K, 1995, A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, vol. 40, pp. 256-282. Levin, G, 2010, Interpersonal Skills for Portfolio, Program and Project Manager, London: Management Concepts. Locher, M, & Graham, S, 2010, Interpersonal Pragmatics, London: Walter de Grutyter. Lu, L., Zhou, F., Leung, K. 2011. Effects of task and relationship conflicts on individual work behaviors. International Journal of Conflict Management, vol. 22, pp. 131-150. Plunkett, W, Attner, R & Allen, G, 2011, Management, London: Cengage Learning. 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