Is Conflict A Motivator Project Management?

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.

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

Conflict is an offensive obstruction of contrasts from two distinct parties on a perceive contradiction on the desires and concerns of others carrying out their goals. According to Cooper, Conflict develops when something is propelled into the space already occupied by something else that cannot readily accommodate this new presence (2003). The destructive potential experience of conflict exists as a major aspect of organization life which offer access for advancement, change and development. These conflict results are vital to theory conflict management method in achieving a conclusion. Management assumes a willingness to desist or disengage so that the energy produced by the conflict can be appropriately dissipated (Cooper, 2003).

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

This paper will explain and critique conflict management style. It will describe at least three conflict management styles, which conflict management style do I personally use most frequently and why I do. It will also describe the difficulties I have dealt with others who use different conflict management styles then me. I will discuss the advantages and disadvantages of each conflict management style. Finally I will describe conflict avoidance and its interrelationship with conflict management.

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

Conflict presents in various forms which occur in many situation and both willing or unwilling affect

Conflict management is the detriment of many teams or groups in accomplishing its goals. This is because most people do not understand the different conflict styles and how to apply the rules and principles associated with the style you may be dealing with. In this paper I will analyze three of the five management styles discussed in the textbook Communication in Small Groups. Avoidance and competition are two styles that I believe have the greatest effect on hindering a group or team from accomplishing its goals. Collaboration, however, is a style that I believe is most effective in

Conflict is defined as the behaviour due to which people differ in their feelings, thought and/or actions. Collins (1995) states that the conflict is a ‘serious disagreement and argument about something important’ and also as ‘a serious difference between two or more beliefs, ideas or interests’ (cf. Kumaraswamy, 1997, p. 96). In general it is believed that conflicts are the underlying cause of disputes. In other words, dispute is a manifestation of the deep rooted conflict. A dispute is defined as ‘a class or kind of conflict, which manifests itself in distinct, justifiable issues. It involves disagreement over issues capable of resolution by negotiation, mediation or third party adjudication’

In the contention of viewing conflict as whether undesirable phenomenon or not, it has been widely accepted that the presence of conflict in the workplace is inevitable. According to Rahim (2002, p. 207), conflict could be define as “an interactive process manifested in incompatibility, disagreement, or dissonance within or between social entities.” As this conflict occurs in the workplace, the existence of conflict is not only limited between people in an organisation, but it is also occurred between organisations, where it involves employees, employers, managers, units or departments. While several research focused to identify the source and analyse the amount of conflict at interpersonal, intra-group and intra-group levels, the others also examine the various styles of managing conflict in the workplace. However, workplace conflict could be caused by different influencing factors, which have been addressed into several main themes by conflict management scholars. In carrying out the studies, many of them differentiated workplace conflict into two types. First, affective conflict or relationship conflict or emotional conflict which usually engage incompatible feelings and emotions; and second, task conflict or substantive conflict or cognitive conflict which usually emerge disagreements on job content issues (Riaz & Junaid 2011). Examining influencing factors that causes these types of conflict and determining the style to effectively manage the conflict are considerably

Conflict is inevitable in most any workplace settings and conflicts can grow between the co-workers, supervisors and subordinates and/or between employees, external/internal stakeholders, such as customers, suppliers or other agencies. Conflict management is the key to management competency and all owners small or large should practice effective skills to maintain a positive workplace environment. Regardless of the group makeup, there must be group unity, communication and cohesion for all to achieve the goals of the business or organization along with their own personal goals.

A case analysis of conflict happened between manager and boss will be analyzed firstly. Meanwhile, the skills that managers take to deal with such conflict and barriers to these skills which resist manager to receive better conflict management performance will be discussed. Finally, the rules containing the basic elements of constructive conflict management and a constructive conflict management process will be presented.

There is no single, precise definition of the word conflict. However, most people recognize conflict in the forms of tension, frustration, verbal or physical abuse, disagreement, annoyance, or rivalry (Carter and Byrnes, 2006). Conflict can occur when two or more individuals or groups have differing interests. Additionally, conflict often involves one or both sides determinedly interfering with the efforts of the other side to achieve its goals. However, conflict can occur when two sides are trying to cooperate in accomplishing a common goal but have conflicting thoughts on the best course of action to pursue. Conflict can range from friendly competition to extreme violence (Carter et al., 2006). In studying the numerous varieties

In order to work more productively, creatively, and efficiently, it is very common for people to work in teams. Conflict occurs at this time because our goals are incompatible, our ways to interpret facts are different, and disagree with each other’s behavioral expectations, etc. Some believe that conflict is harmful and must be avoided, while others think that it is absolutely necessary for a team to have conflict to perform effectively. Hence, in the rest of paper, I will describe the important sources of conflict, analyze how these conflicts influence our team performance, and finally give some suggestions to manage these conflicts if I were a team leader.

Conflict management is the most important factor which needs to be capitalized in an organization for it enhances good coordination and integration between the employees and management in order to ascertain quality performances and productivity. Conceptualization of this factor strengthens the relationship between the employees and managers in an organization; hence it is easy to achieve goals and objectives. Moreover, conflict management plays a crucial role through which it enhances stress free situations between the individual employees, it is very fundamental to handle conditions and situations which are volatile in an organization in advanced stages for it facilitates the implementation of productivity ideas. The scope of conflict