Conflict Resolution

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

In this paper I will discuss the conflict that is occurring at General Hospital, the conflict management styles that are evident in the case, and how General Hospital could have used teams to address the cost reductions needed to stay competitive. I will also describe how the CEO of General Hospital, Mike Hammer can us negotiation skills to get buy-in for the cost reductions and finally I will recommend a strategy for Hammer to resolve the problem.

Conflict results from real or perceived opposition to one’s values, actions, desires or general interests. Conflicts may occur internally or externally between individuals or groups; conflict within a team environment can cause frustration, and occasionally anger. However, conflict resolution can also often generate positive results for the team. Conflict management skills remain in demand; conflict may be managed successfully by reaching an agreement that satisfies the needs of both the individual(s) and the team as a whole

What is conflict? Even something as basic as a universal definition for the word conflict seems to vary from source to source. A literature review focusing on conflict defined it as “the interaction of interdependent people who perceive incompatibility and the possibility of interference from others as a result of this incompatibility” (Brinkert 2010). Often times the disagreement results not from a concrete difference, but rather a difference in perception (Ellis & Abbott 2012). One of the most important factors effecting conflict management is the resolution style used. The most often used tool for classifying how conflict is managed is the Thomas-Kilmann Conflict Mode Instrument (Iglesias & Vallejo 2012).

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

Some of the conflicts that are occurring frequently in this organization are lack of proper communication and coordination. Conflict can occur in many areas such as there could be a conflict within an organization, personal conflict involving the personal identity, moral context, Intrapersonal conflict, goal conflict, value conflict, relational conflict and community conflict. When considering conflict within an organization there are many factors that attribute to such conflicts. There can be many reasons for a conflict to arise in an organization. For example if an organization hires a new resource at a higher position and

Conflict is “an expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources, and interference from others in achieving their goals” (Hocker, 1991). There are two basic types of conflicts: substantive and emotional. According to Schermerhorn et.al., substantive conflict is a fundamental disagreement over ends or goals to be pursued and the means for their

Handy (1983) define the term of “ conflict” as a state of disapproval, discrepancy or incongruity stuck between an individual and a cluster of people over an opinion, interest, trust, mental state, and performance. It is also a process that happens when one party identify that the other party was unsatisfied or is about to discourage some concern of his. However, Wilmot & Hocker (2001) conveyed that the conflict as a tussle occurs between two parties who perceive irreconcilable goals, limited resource and instruction from other to stopping them to attaining their goal line.

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 second form of conflict management is Compromising. This form brings along the idea that losing something is adequate when an individual gains a little. Both sides come to the middle to help serve the team and project on hand while making it possible for each person to maintain a portion of his or her original idea. The drawbacks of using this method are values and objectives can be lost in the process if they are compromised. Some of the demands from the other side may be too severe to come to a middle ground on. This method can also create other conflict if no respect for the compromise or the other team members exists. When this method is used to its full potential people of equal roles are equally committed to the team. “When the issue is to complex to just abandon the others ideas or perspectives and when the specific task that is being dealt with is only moderately important.” (Improving group, organizational or team dynamics when conflict occurs, 2008)

It is believed that all conflict is bad, it creates tension, destruction of working relationships and reduces productivity. Therefore, it should be eliminated by all means. This understanding is not correct. Some conflicts are unavoidable in all organizations, because it is associated with the struggle for existence and development of the organization.

In this reflection for management 3000 with Marcus A. Valenzuela’s class, I have attempted conflicts that are being few things that happen usually between individuals and organizations. However, there are different ways to handle conflicts which a few are more effective than others. Before I justify the two different ways, it is crucial to grasp what conflict is. Conflict is whenever disagreements exist in a very scenario over problems with substance or emotional antagonisms produce frictions people or group. There are two distinctive forms of conflict, substantive conflict and emotional conflict. I learned in detail of the organization on understanding of human behavior in business organizations. I have been shown the importance of some

In trying to resolve the conflict between Reece and Patel, Edwards used an avoidance strategy. Instead of speaking directly about the root causes, or sources, of the conflict, Edwards focused on the behaviors and treated Reece and Patel like children. Edwards scolded them, and sent them off without bothering to find out what was bothering the two. Of course, this type of conflict resolution is ineffective because it fails to address the underlying issues. As Anderson (n.d.) points out, addressing the problem is key to conflict resolution. "When a conflict does happen, a manager needs to focus the conflicting parties on the issue and have them leave out any personal problems they may be having," (Anderson, n.d.).

Conflict is a "state of disharmony brought about by differences of impulses, desires, or tendencies" (Rayeski & Bryant, 1994). Although many people and organizations view conflict as an activity that is usually negative and should be avoided, conflict is a natural result of people working

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.