Managing Workplace Incivility - Literature review Example

Student’s Name Professor’s Name Subject Date Соnfliсt mаnаgеmеnt 2 Introduction Conflicts are inevitable and they often happen in organizations. When people interact, there are chances of disagreeing and hence conflict. The best thing is to have effective conflict management strategies so that things can continue running properly. When a conflict occur in an organization, it is imperative to address the issue appropriately, instead of addressing the people involved in the conflict. There are different forms of conflict that could occur in an organization. They include interpersonal relationships within the workplace, unclear definitions of roles and responsibilities, lack or inadequate resources needed to effectively execute duties and conflict of interest. Whichever the case, there is need for the implementation of proper conflict management strategies to resolve the conflicts to avoid the negative effects that could come along with them (Chen et al., 163). This piece of paper will critically examine the concept of conflict management on an organizational context and various issues associated with it. The paper will highlight principles and theories of conflict management and how they apply in real life or in practical organizations. Analytical discussion of the conflict management principles and theories Various conflict management principles and theories have been put forth as a way of understanding the concept of conflict management. According to Ellis, Sara and Brandon (376), conflicts are not necessarily a bad thing. This is more so since in the event that they are resolved in an effective manner, they could play an essential role in eliminating many hidden problems that come along with the conflicts. Some of the benefits that come when conflicts are effectively managed include enhanced understanding since the process of resolving conflict expands the awareness of people, giving them an insight into the manner in which they can attain their goals without demoralizing others. There is also an advantage of better group cohesion since team members are in a position to develop stronger mutual respect when conflicts are resolved effectively. Conflict resolution is also a platform for improved self-knowledge. In most cases, conflicts push people to closely examine their expectations and goals; an aspect that allows them to identify what is significant to them and what they should focus on. On the other hand, lack or improper handling of conflicts could be detrimental. For instance, it could lead into breakdown of teamwork, personal dislikes and to the extreme, loss of talent and employees (Mayer, 112). This translates to the fact that effective conflict management is essential in an organization as it allows for a smooth running of processes and operations. There are various conflict management strategies that could be adopted and implemented by organizations in resolving conflicts. Some of the strategies include competing, compromising, avoiding, collaborating and accommodating. Competition as a strategy of conflict management works as a zero-sum game whereby one party wins while the other one loses. According to De Wit, Lindred and Karen (360), highly assertive individuals usually fall back on competition as a strategy for conflict management. It is however worth noting that the competitive approach is best suited for limited number of conflicts for instance in emergency situations. Generally, business owners take advantage of the competitive strategy in the event of crisis situations and decisions which in one way or the other bring about ill-will for example layoffs or pay cuts. Trombly, Comer and Villamil (537) argue that compromising is another common strategy when it comes to conflict management and resolution. It is an approach that calls for all the parties involved in a conflict to relinquish elements of their position as a way of establishing an acceptable or agreeable solution. The strategy is common in conflict situations whereby the parties involved hold almost equal power. A good example is where business owners decide to compromise during contract negotiations with other organizations especially in case each party is likely to lose something valuable such as an essential service or even a customer. Avoiding is also a strategy that is utilized in conflict management and resolution. It is an approach that seeks to do away with conflict indefinitely by putting it off. Here, those involved in a conflict usually delay or ignore the conflict with the hope that with time, the problem will resolve itself, without having any form of confrontation. It is a strategy that is common among individuals that usually hold a position of low power or suffer from low esteem. Although avoidance has its fair share of disadvantages it can be a profitable conflict management move for an organization for instance in the event that it dismisses an unproductive worker and in return hires a more productive employee for the same position (Ramsbotham, Hugh and Tom, 56). In a way, the void is not felt since the organization gets a better person and hence better services. Collaborating is a conflict management strategy that works by incorporating ideas set out by different individuals. It aims at getting a creative solution that is agreeable or acceptable to all those involved. Despite the fact that collaboration is quite helpful, it necessitates a considerable time commitment and could therefore not be suitable for some kinds of conflicts. Accommodating approach to conflict management involves providing the opposing party with what it wants. It usually occurs when one of the parties involves takes the issue as inconsequential or opts to keep the peace rather than pursue the situation (Trombly, Comer and Villamil (535). All these strategies could be applied in different situations and they may yield different results. It is therefore upon the management to decide on the appropriate strategy to use at any given time for the best interest of all the parties involved. The essence should be to bring back things to normalcy and avoid tension or hatred, which could in one way or the other affect the organization’s progress negatively. Different organizations design and implement different dispute resolution systems. The choice could be dictated by various factors such as the situation surrounding the conflict, the benefits and drawbacks involved, the efficiency and effectiveness expected. Trudel, Jeannie, and Thomas (396) argues that conflict resolution as a discipline has grown and seen the development of theoretical frameworks that explain various aspects associated with conflict such as the nature and causes of conflicts, and how to resolve the conflicts effectively. Some of the theories that have been put forth with regard to conflict management include; cooperative model, human needs model, principled negotiation, conflict transmutation and conflict transformation among others. The cooperative model is a theory that was put forth by Morton Deutsch. The theory emphasizes on the benefits associated with cooperation with regard to conflict resolution. According to the theory, some factors such as the goals the parties involved aim at and the nature of the dispute are essential in influencing the type of orientation a party is likely to bring to the negotiating table as a way of solving the conflict. There are two major orientations; cooperative and competitive. Deutsch asserts that different disputing styles would result into different types of interactions between negotiating parties. While cooperative approach of the party translates to an atmosphere of trust which in turn results in mutually favourable options for settlement, competitive disposition leads to win-lose outcomes. Competitive approach is considered destructive since it is likely to heighten distrust and animosity between the parties involved (Dexit, 2004). It should therefore be avoided where possible. If avoidance of the competitive approach is not an option, then a balance between the two approaches should be sought to succeed in negotiation. Human needs model is linked to John Burton. The theory dictates that protracted conflict is inevitable in the event that an individual or a group of people is denied its essential need recognition, security, equal participation or even identity within the society. For this reason, it is important to identify the needs that are threatened and a proper system put into place to resolve the conflict by accommodating the needs of all individuals as well as groups (Dexit, 2004). This will leave everyone satisfied and happy that their needs were considered in coming up with the ultimate solution. Conflict transformation theory advocates for an approach that brings about essential change in attitude and behaviour of the parties involved in a dispute. Peace building is crucial when it comes to conflict resolution. Negative or destructive communication patterns should be replaced by positive or constructive interaction patterns. The parties involved should be empowered so that they may be in a position to understand their needs and situation as well as those of the opponents. This makes the situation better for all. On the other hand, conflict transmutation is a theory that is based on alchemy as a group of meditative practices that work by transforming deeply encrusted thoughts and feeling that drives destruction behaviour. Those that are in support of this theory argues that despite the fact that conflict transformation could transform relationships, it fails to go further with regard to addressing the underlying sources of conflict behaviour (Dexit, 2004). Principled negotiation is another crucial theory of conflict management that is associated with theorist Roger Fisher and William Ury. The theory advocates for cooperative conflict behaviour and is built on four principles that result into effective negotiation. They include separating people from their problem as a way of getting a clearer picture of the problem in question. There are also principles of focusing on interest instead of position, generating a range of options prior to settling on an agreement and insisting that objective criteria be used to get to and agreement (Dexit, 2004). Apparently, these principles ought to be observed at every stage of the negotiation process. Despite the fact that the theories have their limitations, they play a great role in enhancing the understanding of the concept of conflict management and various issues that surround it. The application of the concepts that are stipulated in the theories could help in better conflict management and hence avoid negative consequences that come along with conflicts. Principles and theories applied to case study demonstrating understanding of applicability of conflict management tools To allow for practical understanding of conflict management, the application of the principles and theories in a case study will be evaluated. According to (Lumineau and Deepak, 543) a suitable strategy that could work well in resolving a conflict is the use of interest-based relational approach. It is an effective strategy that tries to avoid the aspect of individuals getting entrenched in their positions as well as raising their voices, having high tempers and becoming aggressive whenever conflicts arise. Interest-based relational approach asserts that conflicts should be resolved by separating individuals and their emotions from the problem at hand. It also focuses on building mutual understanding and respect and resolving conflict in a cooperative manner. This will be the major model that will be applied in the case study of conflict resolution for this assignment. The approach dictates that a manager should not only resolve conflicts but also ensure that at the end of the process, the team members feel understood, respected and their differences appreciated. As a manager, one is should act courteously and advocate for the same for other people who are involved. The first thing should be to help all parties to have an understanding of themselves as well as the other side’s position and hence easily come into a consensus, which could be either through agreeing or disagreeing. For the interest-based relational approach to be successful, all those involved should actively listen and be attentive to body language (Lumineau and Deepak, 533). They also ought to be emotionally intelligent and be good in anger management so as not to get out of control and hinder the success of the process. Some of the steps that aid in the negotiation process in this approach include the following; prioritizing on good relationships by maintaining respect, separating people from problems to avoid damaging relationships and listening carefully to various interests. There is also need to listen first and talk later, set out the facts and explore options unison (Lumineau and Deepak, 538). These guidelines are extremely helpful in preventing a dispute situation from turning from bad to worse by getting out of control. It is however worth noting that interest-based relational approach may not be suitable for all situations. Also, one should not strictly stick to the principles of the theory but rather be open minded with other models of conflict resolution to allow for some necessary adjustments when need be. The following is the conflict scenario that will be evaluated with an aim of resolving it using different conflict management skills, knowledge and tools as stipulated by the interest-based relational approach as well as other relevant theories. A CEO in an office-accessories manufacturing organization works closely with two head of departments, A and B in a big organization (XYZ). While A heads the production department, B is in charge of the procurement department at XYZ. A advises that the organization should purchases a new machine that is aimed at increasing the department’s output and hence the overall organization’s productivity and profitability. B is more concerned in reducing costs and is therefore not for the idea of purchasing the machine. Despite the fact that he clearly understands the motivation behind the purchase, he insists that the company is not in a position to make new purchases and the idea should therefore be brushed off. This is an aspect that has created tension and conflict in the organization especially since A feels that he is not understood or that his opinion is not valued. The above is a conflict that could create enmity between the departments and eventually affect the organization’s operations. The conflict could however be resolved using the interest-based relational approach. The first step is making sure that good relationships are maintained. A manager should take control and ensure that everyone is aware of how conflict may be a mutual problem and aggression should be avoided and respectful negotiation embraced instead. The importance of working together happily should be emphasized (Spaho, 108). In the case of the dispute in question, a face-to-face meeting with the two heads of department should be scheduled to identify the main problems and clarify the significance of good relationships. The benefits of working together and resolving the issue peacefully should be emphasized. The next step entails separating people from problems. Individual personalities should not be the main focus but the problem in question. In our case study, A may think that B is the problem and is just rejecting his request and being arrogant. The manager should point out that the problem should be examined in detail and individual differences kept aside. The problem of whether the company can afford the machine should be addressed. There is need to carefully listen to different interests. This can be achieved by taking a positive stance, being courteous and not blaming anyone. Each person’s input to solve the problem should be considered and everyone listened to without favour. Listening allows for understanding of various perspectives (Trudel, Jeannie, and Thomas, 402). For instance, in this case, B could not have understood that A was in a lot of pressure to meet some targets. A could also have assumed that B was just unfair without knowing that costs had to be cut. Listening first without interrupting and talking later should also be encouraged since it allows for maximum understanding of the situation. In the case study, there is a possibility that the two heads of department were keen to put their opinions across and never listened to each other. Listening could enhance understanding and make the situation better. Setting out the facts is also a positive step in conflict resolution since different goals; interests and needs may make individuals have different perspective towards problems. The agreement to be reached should be in considerations and understanding of all the parties’ perception to the problem. For instance, in the example given, the facts are that a new machine would enhance the output of the production department and that of the organization as whole, increase sales and meet the customers’ demand. However, maybe this step would cost a lot to a point of negatively affecting the organization’s profitability. Options should also be explored together. Here, the parties could have understood each other better and in a position to settle in the most suitable solution to their dispute. Nonetheless, because of some differences that could be uncovered, it is advisable to apply different conflict resolution strategies such as the win-win negotiation so as to settle on a solution that it is satisfying to all those involved. In some cases there could be a need to change the circumstances that resulted into the conflict. For the case study, the department leaders could be asked to help in coming up with solutions so that they feel that their opinions matter and hence become satisfied with the outcome. All the ideas and suggestions should be considered and the best chosen (Trudel, Jeannie, and Thomas, 419). For this case, may be the purchase of a new machine could be set at a future date when other organizational issues are settled or a cheaper option considered. Conclusion From the above discussion, it is apparent that the problem of conflicts especially in the workplace is so common and hence the need to manage it. Conflict is an indisputable fact of the society’s mental and physical existence. Conflicts are caused by various factors, some of which can be avoided. Effective conflict management is essential if organization processes and procedures are to be carried out in a smooth manner. Different theories and principles exist with regard to conflict management. They include cooperative model, human needs model, principled negotiation, conflict transmutation and conflict transformation among other theories. The principles include separating people from their problem, focusing on interest instead of position, generating a range of options prior to settling on an agreement and insisting that objective criteria be used to get to and agreement. Different situations call for the application of different models and principles and it is upon the management to make the right choice that allows for effectiveness and overall success. The positive aspects that come up in the process of conflict management such as more awareness and understanding of people’s situation and needs should be embraced while at the same time handling the negative aspects that could emerge in an effective manner and in consideration of all those involved in a dispute. Works cited Chen, Xiao-Hong, et al. "Improving employees' job satisfaction and innovation performance using conflict management." International Journal of Conflict Management 23.2 (2012): 151-172. De Wit, Frank RC, Lindred L. Greer, and Karen A. Jehn. "The paradox of intragroup conflict: a meta-analysis." (2012): 360. Dexit, Meha. Theories of conflict resolution: An analysis. 2004. http://www.ipcs.org/article/south-asia/theories-of-conflict-resolution-an-analysis-1531.html Ellis, Glynn, Sara McLaughlin Mitchell, and Brandon C. Prins. "How democracies keep the peace: Contextual factors that influence conflict management strategies." Foreign Policy Analysis 6.4 (2010): 373-398. Lumineau, Fabrice, and Deepak Malhotra. "Shadow of the contract: How contract structure shapes interfirm dispute resolution." Strategic Management Journal 32.5 (2011): 532-555. Mayer, Bernard. The dynamics of conflict resolution: A practitioner's guide. New York: John Wiley & Sons, 2010. Ramsbotham, Oliver, Hugh Miall, and Tom Woodhouse. Contemporary conflict resolution. Lodon: Polity, 2011. Spaho, Kenan. "Organizational communication and conflict management." Management-Journal of Contemporary Management Issues 18.1 (2013): 103-118. Trombly, M. Robert, Comer, W. Robert and Villamil, E. Juanita. “Case III: Managing Conflict—The Case of the Faculty Stuck in the Middle.” Journal of Dental Education 66. 4 (2001): 533- 540. Trudel, Jeannie, and Thomas G. Reio. "Managing workplace incivility: The role of conflict management styles—antecedent or antidote?." Human Resource Development Quarterly 22.4 (2011): 395-423. Read More