How To Manage Conflict In The Organization PDF Free Download

  • Author : David Liddle
  • Release Date : 03 September 2017
  • Publisher : Kogan Page Publishers
  • Categories : Business & Economics
  • Pages : 312 pages
  • ISBN 13 : 9780749480899
  • ISBN 10 : 0749480890
  • Format : PDF, ePUB, KF8, PDB, MOBI, AZW

Synopsis : Managing Conflict written by David Liddle, published by Kogan Page Publishers which was released on 03 September 2017. Download Managing Conflict Books now! Available in PDF, EPUB, Mobi Format.Conflict in the workplace is a perennial problem for organizations. Whether it's a disagreement between colleagues, a dispute with management or large-scale industrial action, conflict negatively affects both people and profits as employee morale and productivity fall. Managing Conflict is an essential guide for HR professionals needing to tackle these problems by not only resolving current issues but also preventing future instances of conflict. Going beyond interpersonal conflict, the book also looks at resolving board room disputes, disputes with shareholders, in the supply chain, commercial disputes and customer complaints. The first part of Managing Conflict covers the causes and costs of conflict, the impact of the psychological contract and the legal framework for managing workplace disputes both in the UK and internationally. The second part of the book provides a blueprint for redefining resolution and building a culture of constructive conflict management, from designing a conflict management strategy and developing a formal resolution process to embedding mediation, engaging stakeholders and training managers in resolution skills. It also includes conflict resolution toolkits for managers, HR teams, employees and unions to help tackle conflict and bullying at work. Packed with best practice case studies from major UK and global organizations, this is an indispensable guide for all HR professionals looking to resolve conflict in the workplace.

Within an organization so that any conflict can be recognized and dealt with by the management. Intra-Organizational Conflict Four types of intra-organizational conflict exist: (1) vertical conflict (2) horizontal conflict (3) line-staff conflict and (4) role conflict. Although these types of conflict can overlap, especially.

Accept conflict. Remember that conflict is natural and happens in every ongoing relationship. Since conflict is unavoidable we must learn to manage it. Conflict is a sign of a need for change and an opportunity for growth, new understanding, and improved communication. Conflict can not be resolved unless it is addressed with the appropriate individual(s).

Be a calming agent. Regardless of whether you are being a sounding board for a friend or you are dealing with your own conflict, your response to the conflict can escalate or decrease the intensity of the problem. To be calming, provide an objective or neutral point of view. Help plan how you are going to work with the other party to achieve resolution.

How

Listen actively. Work through how you feel, what the specific problem is and what impact it is having on you. Use I -based statements to help do this (see formula below).

  1. The appendices include a questionnaire to help you discover your preferred conflict management style and a collection of other tools to enable you to turn difficult situations around. There is also a case study showing symptoms of organizational conflict – low morale and a high turnover of staff. The study demonstrates how using the processes.
  2. Download full-text PDF Read full-text. Public Full-text 1. This paper points the important role of management in managing organizational conflicts. Conflicts are the natural.
  3. 2.6 Effects of Conflict. Conflict may occur between two individuals, as in the case of superior versu s subordinate, between heads of department.
  • I feel (strongest feeling)
  • When you (objective description of the behavior)
  • Because (specific impact or consequences)
  • I would like (what you want the person to do in the future to prevent the problem)

Analyze the conflict. This will help clarify the specific problem. Some questions that you may ask are:

  • What triggered the conflict?
  • Who are you angry with?
  • What are you not getting that you want?
  • What are you afraid of losing?
  • Is your conflict/anger accurate or over exaggerated?
  • How can your conflict be resolved?

Model neutral language. When people are in conflict they use inflammatory language such as profanity, name calling, and exaggerations that escalate the conflict. Restate inflammatory language in a more objective way to help make the information less emotionally laden and more useful for future discussions.

Separate the person from the problem. View the problem as a specific behavior or set of circumstances rather than attributing negative feelings to the whole person. This approach makes the problem more manageable and hopeful than deciding you “can’t stand” this person any longer.

Work together. This requires that each person stop placing blame and take ownership of the problem. Make a commitment to work together and listen to each other to solve the conflict.

Agree to disagree. Each person has a unique point of view and rarely agrees on every detail. Being right is not what is important. When managing conflict, seeking the “truth” can trap you rather than set you free. For example, consider the differing testimony of witnesses that all see the same car accident. Truth is relative to the person’s point of view.

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Focus on the future. In conflict we tend to remember every single thing that ever bothered us about that person. People in conflict need to vent about the past but they often dwell on the past. Often the best way to take ownership of the problem is to recognize that regardless of the past, you need to create a plan to address the present conflict and those that may arise in the future.

“Move past positions.” A position is the desired outcome of a conflict. Often the position is “I need a new roommate” or “This person is impossible to live with.” Positions are not negotiable and result in impasse. To resolve conflict, each person has to “move past positions.”

Share your interests. To solve interpersonal conflict, all parties must talk about their interests or the WHYs behind their positions. They must share their true interests and work together to find a solution that satisfies those interests. Common interests for students are to sleep, study, entertain and relax in a comfortable atmosphere. Often their interests are more intangible such as respect, belonging, friendship, and fun. When individuals have differing lifestyles, values, and schedules the need to discuss their differences is critical in managing conflict. You must develop a balanced plan of give and take that satisfies everyone’s interests.

How To Manage Conflict In The Organization PDF Free Download Books

Be creative. Finding a resolution to the problem that satisfies everyone requires creativity and hard work. Be careful not to give in simply to avoid conflict or maintain harmony. Agreements reached too early usually do not last. Generate silly options to begin thinking “outside of the box” of original positions.

How To Manage Conflict In The Organization PDF Free Download Windows 10

Be specific. When problem solving be very specific. For example if you are using a roommate agreement to facilitate the discussion make sure that everyone fully understands each point that is written down. Clarify ambiguous terms that each person may interpret differently.

Maintain confidentiality. Encourage others who are in conflict to deal directly with the person they are in conflict with. Avoiding the conflict and venting to others tends to escalate the conflict and fuels the rumor mill. If rumors are already part of the conflict, encourage them to work out a plan to put an end to the gossip. Do your part to quell rumors.