Conflict Reflection

Although many of us go great lengths to avoid it, sometimes it is just inevitable. People in the workplace setting will always have different ideas, values, and attitudes than others around them. A conflict can arouse in any given setting, and the affect it can have on those involved can either be negative or positive. Depending on the approach and strategies utilized during and after a conflict will determine the result of the conflict. Conflict helps people recognize legitimate differences within an organization or profession and serves as a powerful motivator to improve performance and effectiveness, as well as satisfaction (CCN, 2017). This paper will identify and explore a particular recurring conflict in the

Wherever choices exist, there is potential for disagreement. No matter what we major in, no matter where our career path takes us, inevitably, we all encounter conflict in some form. In today's highly competitive society, for an organization to be truly successful, it is imperative that the organization's leadership understands conflict and deals with it in the best way possible. Management's ability to recognize and accept divergence and their ability to employ various methods to resolve conflicts to produce positive results can make or break an organization. The more management understands and accepts this fact and manages conflict to benefit the company as a whole, the greater the chance of the

Conflict is a stubborn fact of organizational life. Regrettably, it is an inevitable when organizations incorporate individuals with such diverse scopes of life. As conflict is identified in organizational work teams, an analytical approach to conceptualizing conflict is the first step. Further development will then focus on the different sources of conflict and how it can compromise the common goal of the team if it is not handled correctly. Searching for ways in which to manage conflict and avoid conflicts in work teams will bring together the underlying focus of this paper.

In resolving conflict, ask the question, “How do we keep this from happening again?” The first thing is to be objective. This helps in managing conflict by keeping team members focused on the problem at hand (Huber, 2007)

In a dispute, it's often easier to describe how others respond then to how we respond. Each of us has a predominant conflict style that we use to meet our own needs. By examining conflict styles and the consequences of those behaviors, we can gain a better understanding of the impact that our personal conflict style has on other people. With a better understanding, you then can make a conscious choice on how to respond to others in a conflict situation to help reduce work conflict and stress.

Conflicts are realities of life and can be defined as a “situation of competition in which the parties involved are quite aware of the incompatibility of future condition whereby each party wishes to occupy a position that is incompatible with the wishes of the other” (Olu & Adesubomi, 2013, p. 2). They have no boundaries. They occur whether we like it or not, especially when there is disagreement and misunderstanding which stands as major key characteristics of human relationships. The relationship could be domestic, national, or international (Spiroska, 2014). Furthermore, conflicts happen when people are incompatible. In the organizational setting, conflict could arise due to failure of the employer, not honoring certain agreed bargaining. Henry (2009) indicated that if the workers’ right and prerogative is not appropriated rightly, it could cause conflict; such workers’

Conflict is part of our human disposition; consequently, it is customary within organizations. “Left unanalyzed and unchecked, it can be a destructive force that consumes time, money and human resources. Learning the various ways that people resolve conflict and expanding their conflict resolution styles can lead to better results” (Sadri, 2012). Within organizations employees have personal beliefs, styles and attitudes, and backgrounds that at times can cause disagreements, inconsistencies and ultimately, conflict. It is the intent of this paper to examine the archetype of conflict as an

Conflict is defined by Wilmot and Hocker (2007, p9) as “an expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources, and interference from others in achieving their goals”. Many people try their best to avoid conflict, but conflict is an unavoidable factor in team work. The main causes of conflict in our team might have been the different cultures and personal attitudes. For example, the teacher required all students to have a meeting at a weekend in order to prepare for a performance. Most of our members did their best to

Conflict is defined as to ‘be incompatible or at variance; clash:’ (oxford dictionary) and this can arise in a number of ways – but most simply through a disagreement of ideas which inevitably leads to an argument and therefore conflict. There are many ways to manage and attempt to resolve conflict – in this essay the modes will be broken down into the level of assertiveness and their respective effectiveness for the team rather than individuals. All of my given examples will be within a workplace as I find these to be most appropriate and relevant.

For our project, Marilyn Martinez, Elexis Padilla and I presented on Chapter 8, titled “Conflict and Cohesion in Groups.” Each group member presented on two sections of each chapter – 8.1 to 8.2 for Elexis (“Conflict in Groups” and “Constructive and Destructive Conflict”), 8.3 to 8.4 for myself (“Conflict Styles” and “Conflict Management Strategies”), and 8.5 to 8.6 for Marilyn (“Conflict and Member Diversity” and "Group Cohesion") The chapter objectives of my sections were to identify the appropriateness of conflict styles and informing the audience or methods which can effectively resolve conflict. Each objective connected to the overall objective of effectively managing either constructive or destructive conflict within groups while also promoting group cohesion.

This is one of my first assignments in an online class at Pasadena City College. When I worked on this project, I was still getting used to Canvas’s format. Because of this, I had to make sure I had enough time to complete my assignments with extra time just in case I run into complications. I assigned different assignments for each day of the week. For example, I assigned reading chapter one to Saturday, chapter 2 to Sunday, SoftChalk Lessons to Monday, and so on. For this reason, I was able to stay on track with my assignments without having to rush last minute; I could work on quality not quantity. I discovered that if I am focused and determined to work, I do not get distracted easily, which means I was able to complete my assignment on

Conflict or disagreement over the range of issues has become inherent aspect of modern organisational life. People from different cultural and education background work in an organisation. People working in an organisation may possess different goal and interest. People working in organisation may tend to different over a range of issues including organisational politics, organisational procedure, personal preference or political preference. It is also argued that conflict is essential characteristics of organisational life. Role of manager is paramount with regard to negotiating the conflict that arises in organisational life (http://www.sagepub.com/). Often lack of

The five antecedents of conflict are the “overlapping or unclear job boundaries, inadequate communication, unreasonable or unclear policies standards or rules, unreasonable deadlines or extreme time pressure, and competition for limited resources” (Kinicki A. Kreitner R.2008 p. 277).

For many of us, every day is a struggle to avoid conflict. Yet avoidance is practically impossible since the core characteristics, ideas and beliefs of each individual often conflict with our own. Differences of opinion, competitive zeal, and misinterpretations, among other factors, can all generate ill feelings between co-workers within an organization. While we can’t avoid conflict, we can learn how to sidestep negative confrontations by becoming familiar with the types of conflicts that most commonly arise in the work place and by learning how to resolve them.

The traditional view of conflict is that conflict is intrinsically negative, produces negative consequences, and has a detrimental effect on organizations. Like the other two viewpoints, the tradition al view realizes that conflict is essentially inevitable. However, this viewpoint strives to minimize if not outright avoid conflict because it deems it to produce noxious consequences. This outright avoidance of conflict is not necessarily adhered to in the human relations view of conflict. This viewpoint posits the notion that conflict is and of itself natural, or organic in nature. Whereas the traditional viewpoint of conflict is that it is always bad, the human relations viewpoint sees conflict as a natural