| Conflict management is an integral part of | | | | Accommodating and avoidance are similar |
| successful business administration. Research | | | | techniques. They both come from a fear of |
| shows that managers often spend as much as 20 | | | | addressing and dealing with an issue |
| percent of their work day trying to resolve | | | | directly. A manager who gives in to the |
| conflict. Although conflict is a common | | | | conflicting party often sacrifices his or her |
| workplace issue, it is important to recognize | | | | own goals and hurts the company in the long |
| the sources of conflict and implement | | | | run. This is why it is often healthier to |
| strategies to solve problems. This can help | | | | have conflict out in the open than to have |
| businesses overcome the harmful aspects of | | | | people think there is harmony when there |
| conflict and benefit from the positive | | | | really is not.Forcing is the opposite of |
| results conflict can produce.There are four | | | | accommodating. The manager who forces his or |
| basic elements of conflict. These | | | | her employees to accept a solution to a |
| include:1. The involvement of two or more | | | | problem or forces them to drop the issue will |
| parties2. A perception of incompatible | | | | seldom find the best long-term solutions. |
| goals3. Differing values or perceptions4. A | | | | This type of behavior can be competitive or |
| continuation of the conflict until both sides | | | | even aggressive in nature. The manager (or |
| feel satisfied with the results.Conflict in | | | | co-worker) wants to compete to see who's |
| the workplace can take many forms. However, | | | | right and who's wrong, so he or she attempts |
| it always requires at least two parties. | | | | to force an opinion on the opposition to |
| Often, one of the parties is unaware of the | | | | "win" the argument. This hardly ever fixes |
| conflict. They are a part of it nonetheless. | | | | the problem and usually produces more |
| From the perspective of management, it is | | | | anger.Compromise is often seen as the best |
| best to identify the two parties and separate | | | | way to deal with conflict. However, it can |
| them initially. The first step is to accept | | | | often leave both sides feeling like they've |
| that there is a problem and to define what it | | | | lost. This is especially true when managers |
| is and who is involved.It is often difficult | | | | are the ones who decide what the compromise |
| to realize that problems are stemming from a | | | | will be.In order to successfully implement |
| perception of incompatible goals. | | | | the problem solving strategy, there must be |
| Individuals may have specific goals for their | | | | certain common beliefs that the two parties |
| department or the organization as a whole. | | | | can agree on, such as:1. Cooperation is |
| Those goals may be quite different than the | | | | better than competition |
| goals that someone else in another department | | | | |
| might have. It is often easier for an | | | | 2. Parties can be trusted |
| individual to see him or herself as the "good | | | | |
| guy" and see the person who is a threat as | | | | 3. Status Differences can be minimized |
| the enemy. The important thing to keep in | | | | |
| mind, however, is that the other person may | | | | 4. Mutually acceptable solutions can be |
| have goals that have not even been | | | | foundIt is better to get the parties in a |
| considered. In many instances, finding a way | | | | conflict involved if you are to reach a long |
| to satisfy both individuals will ultimately | | | | term solution to their problems. The |
| be good for the company.Conflict is normal. | | | | likelihood of a solution working is greatest |
| That is because each individual in an | | | | when the parties come up with it than when it |
| organization brings certain values and | | | | is created by management. However, such a |
| perspectives to the table that are unique to | | | | solution can only be found when the parties |
| him or her. These can enrich the | | | | realize that cooperation is in their best |
| organization by allowing for a more diverse | | | | interest.As values and perspectives differ, |
| dialogue and decision-making process. | | | | it can be easy for some individuals to |
| Unfortunately, they can also spark opposition | | | | distrust each other. This is often the |
| and contribute to communication difficulties. | | | | result of a breakdown in communication or a |
| Still, they are healthy problems to have. | | | | failure to realize the goals of others. |
| In fact, a truly dysfunctional operation | | | | Managers can increase their ability to gain |
| would be one where everybody gets along.Often | | | | the trust of their employees by actually |
| conflicts will go on for long periods of | | | | trusting them. This will give them the |
| time. This is especially true when one or | | | | ability to communicate successfully and help |
| more parties keep their thoughts and feelings | | | | employees recognize and solve problems |
| to themselves. This can come from a desire | | | | together.Status differences often prevent |
| to avoid the conflict, or can just be the | | | | communication and lead to conflict. When |
| result of neither side feeling satisfied with | | | | employees feel that management is different |
| the solutions, if any.It is important for | | | | than them, they often decide not to |
| managers to recognize and deal with conflict. | | | | communicate openly and problems can grow over |
| Sometimes it is best to just let things be. | | | | time. This will be especially true if the |
| If a manager feels that not dealing with the | | | | manager tends to use the forcing technique to |
| problem would be better than if he or she | | | | problem management.Believing that solutions |
| did, then perhaps that is the best course of | | | | can be found which will satisfy all parties |
| action. Unfortunately, most problems don't | | | | is the first step toward successfully solving |
| just go away, and festering anger can eat | | | | a problem. The parties need to admit that |
| away at morale and get in the way of | | | | there is a problem and get it out in the |
| effective decision-making.There are five main | | | | open. Management should encourage this and |
| strategies for resolving conflict. These | | | | let employees know that conflict is normal. |
| are:1. Avoidance | | | | The problem should be analyzed by both |
| | | | parties, with the manager as the |
| 2. Accommodating | | | | intermediary. By accepting employees' |
| | | | concerns, managers can encourage an attitude |
| 3. Forcing | | | | that will help problem solving. The parties |
| | | | can then come up with options for solving the |
| 4. Compromise | | | | problem and agree on a final |
| | | | solution.Managing conflict is a normal aspect |
| 5. Problem SolvingAvoidance is sometimes the | | | | of business operations. Although managers do |
| best course of action. Often time will fix | | | | have to dedicate much of their time to |
| whatever problem has existed and trying to | | | | conflict management, successfully doing so |
| fix it yourself will just make it worse. | | | | can be good for the long-term performance of |
| Still this rarely works. More often than | | | | the company. To effectively solve conflicts, |
| not, avoiding conflict is just a sign of an | | | | managers need to recognize the factors that |
| inability to successfully manage problems. | | | | cause it and try to implement strategies for |
| The conflict avoider often develops | | | | solving problems in a constructive way.Justin |
| rationales for the conflict, dodges meetings | | | | Elza is the owner of J. Allan Writing and |
| or conversations where conflict is present, | | | | Design Studios, a full-service creative firm |
| and hopes the conflict will resolve itself on | | | | that helps clients save time and money while |
| its own.Accommodating is an approach which | | | | developing consistency in all their written, |
| rarely leads to the problem being solved. | | | | visual, and web-based marketing |
| Although this can help solve the immediate | | | | communications. From business cards to |
| problem, the basic issue remains. | | | | billboards, memos to manuscripts, J. |