International Human Relation - Literature review Example

INTERNATIONAL HUMAN RELATION By Name Course Instructor Institution City/State Date International Human Relation 1.0 Abstract When conflict surface it is simple to hear devoid of listening. Basically, people caught up in conflict frequently enrol others to brace their point of view and hence steer clear of attempting to directly work matters out with the affected individual. Our sense of worth is more delicate than nearly all of us would like to confess, and unsettled conflict time and again intimidates whatever sense of worth we could have. By locating someone who concurs with us, we fallaciously promote that sense of worth, but we just erect it on the sand. Importantly, sense of worth can be built over a foundation that is solid when we discover how successfully to handle conflict. People time and again are too fast to presume that a conflict lacks probable solution that is equally tolerable. Trying to solve conflicts could lead to opportunities to trying to solve setbacks is not acknowledging we could have given rise to the problem, and readiness to change. The report evaluates relevant theory relating to conflict management, and applies this theory to the current problem and demonstrates how this theory enhances their understanding of this problem. 2.0 Introduction Conflict management and problem solving are two valuable step by step processes which according to Yuan (2010, p.301) must be taught and learned so as to live a successful life. Undoubtedly, both processes are handy in handling any problem regardless of its size, small. Somewhat regularly the phrases ‘conflict management’ and ‘problem solving’ are utilised interchangeably when examining the processes of uncovering solutions, but the certainty is that the two situations are distinct and must be approached in a different way. According to Erwin et al. (2004, p.187) a problem is the distinction between what should be as well as what is, and on the other hand, a conflict is a distinction of opinion. Wherever alternatives subsist there is possibility for difference, and when such differences are dealt with appropriately, can lead to solutions that are more affluent, more valuable, and resourceful. But unfortunately, Yuan (2010, p.301) assers that it is hard to always turn conflict into opportunities. When difference is badly handled, the result can be contention, and Nguyen and Yang (2012, p.391) affirm that contention generates a sense of psychological distance amongst individuals, like bitter opposition, detest feelings, competition, isolation, and disrespect. The report discusses about conflict management as well as problem solving and interpersonal relationships. 3.0 Discussion Conflict management as per Beardsley and Lo (2014, p.366) is the process of reducing the negative attributes of disagreement while heightening the positive attributes of disagreement. The goal of conflict management is to improve learning as well as team results, which includes performance or efficiency in organisational environment. Appropriately managed conflict can without doubt enhance team outcomes. Basically, organisational conflict, regardless of whether is affective or substantive, can be broken up into inter-organisational as well as intra-organisational. In this regard, inter-organisational conflict takes place amongst two or more organisations, for instance, when distinct companies compete between themselves. On the other hand, intra-organisational conflict is disagreement in an organisation, and can additionally be categorized with regard to scope (such as entity, work team, department,). Additional categorizations are intergroup, intra-group as well as interpersonal conflict. For this reason, interpersonal conflict is described by (Pirbasti et al., 2013, p.1116) as a disagreement between two or more entities it can be divided into intergroup as well as intra-group conflict. Intra-group individual disagreement takes place between team members while intergroup individual disagreement takes place between different organisational teams. Conflict management entails the lessening, eradication, or extinction of all types and forms of disagreement. When individuals talk about conflict management they are inclined to utilise terms such as arbitration, mediation, bargaining, or negotiation. Organisations can gain from suitable levels and types of conflict. Plainly, conflict is a common, and even healthy, element of associations since in the end; two parties cannot be expected to always have the same opinion on everything. Given that conflicts based on relationship are unavoidable, learning to handle them in a healthy manner is fundamental. Arslan et al. (2012, p.17) posit that when conflict is poorly managed, it can damage the relationship, but when managed positively and respectfully, it offers an opportunity for development, eventually bracing the connection between two parties. When individuals learn the skills they require for prosperous conflict management, they can keep their professional as well as personal relationships firm and on the rise. Conflict results from disagreements, and it takes place whenever individuals differ over their perceptions, concepts, needs, values, or motivations. From time to time such differences appear inconsequential, but Beardsley and Lo (2014, p.372) posit that when a conflict generates strong feelings, an unfathomable relational as well as personal desire is at the centre of the problem. In individual relationships, insufficient comprehension concerning conflicting needs may lead to distance, disagreements, as well as breakups. Conflicts and conflicting needs at place of work are time and again at the core of bitter arguments. When one may acknowledge the legality of differing needs and turn out to be ready to analyze them in an setting of empathetic understanding, Yuan (2010, p.304) claim that it opens ways to resourceful, team building, problem solving and enhanced relationships. It is worth noting that when a person resolves conflict as well as difference hastily and without pain, reciprocated trust will thrive, but the capacity to productively manage conflict relies heavily on the conflict management skills. The ability to stay calm and paying attention in tense situations is a fundamental attribute of conflict management, and if a person do not understand how to remain in control and centred of him/herself, he/she may turn out to be emotionally besieged in tough situations. Therefore, the most excellent way to quickly and dependably alleviate stress is by means of the senses: smell, taste, touch, sound, and sight. But every individual reacts in a different way to sensory input, so a person must find things that can make him feel relaxed. Problem solving and interpersonal relationship, when talking about conflict management approaches, has turn out to have over one meaning as an art term, and according to Erwin et al. (2004, p.187) such meanings are not unconnected theoretically, but as the term is utilised in a different way in distinct field subsets, it will unconnectedly be reviewed. In both instances, approaches in problem-solving denote certain intervention techniques, with their individual assumptions, tactics, and strategies. Foremost, in the practice of international as well as intergroup conflict management, problem-solving approaches have amount to denote face-to-face meetings amongst adversarial groups’ members, where an intermediary enables partakers working through a planned program that asks partakers to reflect on the interests of all parties taking part, the profile of probable resolutions, as well as the limitations endured by every party taking part to approving the changeable potential solutions. Fundamental to this approach is an objective of managing basic human desires, with the presumption that discouraged basic human desires is the basis of serious conflicts. Gent and Shannon (2011, p.714) insist that the confidential temperament of these meetings is intended to make allowances for more heart-to-heart conversations and more inventiveness in the creation of new alternatives and makes it more politically likely for people who are powerful to participate. Besides that, mutual action steps are regularly formulated, and such an approach is usually, but not at all times, employed particularly with powerful people so as to capitalize on the effects of new solutions as well as insights. On the contrary, in the domain of mediation more commonly, approaches based on problem-solving and interpersonal relationship have been used in the mediation school that emphasizes a concentration on recognizing fundamental interests as well as reaching consolidative agreements. This is compared by Nguyen and Yang (2012, p.403) with other approaches of mediation like transformative approaches, where the importance is not on negotiating, but instead on changing the partakers as well as their interrelating way. Although the idea of problem solving in mediation is extremely out-dated, using this phrase to denote a particular school of mediation is somewhat latest. As abovementioned, groups can offer more information as well as work resourcefully to resolve problems. Erwin et al. (2004, p.188) maintain that whether parties in point of fact collaborate or rather they work at cross rationales is above all a purpose of the state of affairs, as parties see it is defined. Near the beginning of his paper Morton Deutsch acknowledged patterns of competitive as well as cooperative contexts that were both equally elite and self-supporting. In simple terms, as per Pirbasti et al. (2013, p.1117) cooperative activities result into additional cooperation, whereas competitive activities result into additional competition. This rule of reciprocity was captured by Morton Deutsch in his process paradigm, and his theories on competition as well as cooperation were connected to goals. Basically, parties follow their goals by means of participating in activities, and when parties’ activities are mismatched, a conflict subsists. Nguyen and Yang (2012, p.396) claim that conflict activities can be foreseen by the relationship that one see between one's individual goals and goals of a different party. Therefore, in case one sees unsuited activities (conflict) but an affirmative connection between one's individual goals as well as those of another, such that the goals are just accessible if the parties collaborate, then it will results into cooperative behaviour/activities. However, in case a person sees unsuited behaviour and a negative relationship amongst the goals, such that the person can just accomplish one's individual goals in case the other party fails to realize theirs, then it results into competitive behaviour/activities. In conflict management skill, the accommodating approach stresses on collaboration rather than assertiveness, and individual interests must come last so as to permit the interests of the other party to be furthered. This approach time and again takes place when a party is not considerably devoted in winning, for the reason that he/she does not see the substitute option as a considerable threat. Avoiding conflict is another approach that involves avoiding communicating about or facing the problem, with optimism that it will leave. Gent and Shannon (2011, p.722) argue that by refusing to take part in the process of problem-solving, the person is in effect removing his/herself from the conflict. Therefore, when using this approach, the conflict could disappear if the other party fails to demand a resolution. The cooperation style entails parties collaborating to solve problems, and both parties come to the table with win-win approaches. Beardsley and Lo (2014, p.374) posit that this is an encouraging style of negotiation in formal conflict state of affairs, like mediation, where both parties use a mediator but have to concur on the last, binding decision besides that, bargaining is the compromise approach hallmark to conflict management, and the parties that are conflicting can identify a number of interests that they are prepared to compromise on to enable management of the conflict. Whereas the level of emotion could still be far above the ground, the compromise style from time to time leads to temporary solutions when a complete resolution is not likely at that moment. 4.0 Conclusion In conclusion, it has been argued that approving forms of conflict management is integral in comprehending the process of communication. Whereas the names could vary to some extent, the study has discussed several major approaches to conflict management and that are responsive In the place of work, a manager must comprehend that all these approaches can assist parties resolve conflicts that occur on the workplace. As observed, conflicts can lead to stress, disappointment, antagonism, bad or impaired judgment, and limited freedom. Therefore, the choice of a suitable approach for conflict management as well as problem solving relies on several factors, which includes why the conflict took place, the relationship between the differing parties, and the relation between the conflicting parties as well as the principal. Notably, conflicts can have positive results when they are appropriately managed. They can: offer enormous interest in the discussion topic, motivate enormous feelings of identify, make concentration to be drawn to the available problems and result into dissemination of ideas for the resolution of different problems. 5.0 References Arslan, E., Arslan, C. & Ari, R., 2012. An Investigation of Interpersonal Problem Solving Approaches with Respect to Attachment Styles. Educational Sciences: Theory and Practice, vol. 12, no. 1, pp.15-23. Beardsley, K. & Lo, N., 2014. Third-Party Conflict Management and the Willingness to Make Concessions. Journal of Conflict Resolution, vol. 58, no. 2, pp.363-92. Erwin, P.G., Firth, K. & Purves, D.G., 2004. Task Characteristics and Performance in Interpersonal Cognitive Problem Solving. The Journal of Psychology, vol. 138, no. 2, pp.185-91. Gent, S.E. & Shannon, M., 2011. Decision Control and the Pursuit of Binding Conflict Management: Choosing the Ties that Bind. Journal of Conflict Resolution, vol. 55, no. 5, pp.710-34. Nguyen, H.-H.D. & Yang, J., 2012. Chinese employees' interpersonal conflict management strategies. International Journal of Conflict Management, vol. 23, no. 4, pp.382-412. Pirbasti, M.F.M., Moradi, M.M., Amiri, S.M. & Khalil, F.S.M., 2013. Meta-Analysis in a Conceptual Features Model Provides For Conflict Management. Interdisciplinary Journal of Contemporary Research In Business, vol. 5, no. 1, pp.1115-21. Yuan, W., 2010. Conflict management among American and Chinese employees in multinational organisations in China. Cross Cultural Management, vol. 17, no. 3, pp.299-311. Read More