TITLE : Conflict Management in the Workplace
Outline :
I. Executive Summary
It briefly discusses the topic of Conflict Management. It includes the objectives of the research paper and what the paper seeks to explore.
II. Introduction
It provides a background on the research topic. It also include the definition of relevant terms in discussion
III. Literature Review
It consists of the relevant literatures that are useful to the research paper. The literatures collected are presented in a thematic form.
IV. Company Background
Provides the background of the chosen company and its management practices with regards to conflict management
V. Results and Discussions
Summarizes the important ideas derived from the literature and the company case
VI. Conclusion
The main arguments are extracted from the literature and summed up to form the general conclusion
VI. Recommendations
Suggest ways of further improving the conflict management in the company cited and to other companies as well
Conflict Management in the Workplace
Executive Summary
Conflict is a serious problem in any organization. In most cases, it wastes precious human resources that are supposed to be directed to other activities including organizational functions. Although conflict produces negative ramifications, it is also widely recognized that it yield benefits as well. Similarly, it has the effect of improving the communication between the opposing parties.
The central task in respect to the organizational conflict is to manage the process by ensuring the positive effects are maximized and its potentially disruptive effects are minimized.
Objectives
· To identify the source of conflict within the organization
· To uncover persistent problems
· To determine how these conflicts are successfully managed
· To identify ways on how to minimize the conflict and maximize its potential benefits
Introduction
Conflicts of various types are experienced in any work place. Yet many people fail to recognize the conflicts occurring within the organization. Conflict can be defined as the difference of opinion between two individuals or groups. Organizations of today are facing greater conflict due to the increasing competition and globalization. These forces magnify the differences among people in regard to personality, values, attitudes, perceptions and backgrounds.
Disagreements are inevitable and are natural part of the business process. As such, teams must be able to systematically resolve conflicts in such a way that their potential benefits are maximized and the negative effects are minimized. Similarly, the management has the role of nurturing conflicts by promoting a culture that encourages constructive disagreements. Ultimately, the effective management of conflict leads to a high performing organization. Conflicts are not inherently bad and can be beneficial if used appropriately. With this, both the team and the management must work collaboratively to utilize the potential benefits of conflict in improving the quality of their performances as well as their relationships.
Review of Relevant Literature
Identifying the Nature of Conflict
There are no people who are exactly alike. Because of the baggage of personal values, experiences, beliefs and perceptions, a clash on these values is likely to occur between individuals. Since conflict is inevitable, the workplace is not an exception to this (2002).
In an organization, various conflicts may arise that are caused by differences of opinion among individuals. While some conflict may be bad, others are beneficial to the organization as they introduce changes that may be adopted. Functional conflicts are constructive disagreements and can help improve the performance of the individual or group ( 2002). They provide greater awareness of problems that lead to the enhancement of solutions that are adaptable to the employees.
In addition, they improve working relationships because when two parties work out their disagreements, they feel they have achieved something. The morale of each individual is improved simply by releasing tensions and working together to address the problems. One of the key determinants for functional conflict is that it arises from someone who challenges old policies or thinking with new ways of solving the problems.
On the other hand, dysfunctional conflict is the destructive disagreement that occurs between two people. It focuses on the conflict itself rather than the work to be done. Moreover, this kind of conflict creates distorted perceptions, stereotyping, poor communication and decrease in productivity. This conflict is identifiable when the origin is emotional or behavioral. Personal anger and resentment that causes disagreements is dysfunctional ( 2002). Individuals who are engaged in the dysfunctional conflict are likely to lose greater than gain from the conflict. Therefore, managers should stimulate functional conflicts and resolve dysfunctional conflicts. This is the key to effective conflict management.
Types of Conflict
Structural conflicts arise between individuals or two groups of employees. Since these groups have different goals, cultures and approaches, conflicts are naturally expected to occur. When structural conflicts arise, managers can provide opportunities for communication so that the viewpoints of each party are discussed. They can also be encouraged to collaborate to achieve mutually desirable goals.
Interpersonal conflicts arise between two or more individuals. They happen due to differing views and misunderstandings. Solving and managing this kind of conflict requires adequate knowledge of the conflict and the skill needed to deal with it. On the other hand, intrapersonal conflicts are internal to an individual (2002). This conflict results from the problems of the person in regard to his role in the organization. Simply put the conflict between his expectations of his role and that of others. In such case, the managers must determine whether or not the organization contributes unnecessarily to intrapersonal conflicts. The fourth type of conflict, inter organizational takes place between one organization and another. Solving this kind of large conflict usually entail the assistance of outside negotiators. At some case, it can be resolved through litigations.
Managing the Conflict
Conflict is perceived by many as a negative image. However, conflict is not inherently bad. Conflict if managed well can lead to a healthy and constructive dialogue. Proper management of a conflict is essential to avoid the occurrence of dysfunctional conflicts. The conflict-resolution approach by Thomas (1976) can be adopted for managing conflict. The two factors to be considered in this approach are the degree of assertiveness and cooperativeness. These two distinguish the degree of extent by which both parties are willing to satisfy the needs of each other.
By combining these factors, the manager can resort to five conflict resolution styles; avoiding, competing, compromising, collaborating and accommodating. Collaborative approaches are deemed most effective in generating positive outcomes because they meet both the needs of the parties involved. This is specifically applicable to merge the insights of the two parties and to acquire commitments through a consensus arrived at incorporating concerns of the parties (2002).
Company Background
Honda has grown to be one of the top manufacturers of motorcycles, power equipments and automobiles worldwide. This company implements a highly decentralized culture wherein conflicts occur between its separate companies and departments. In addition to this, Honda also employs cross functional teams. These teams are often composed of young and new employees with different combinations of personality and knowledge. Indeed, the diversity of the workforce in the company and the decentralization makes the occurrence of conflict inevitable.
However, Honda is one of the innovative companies that embraced the occurrence of conflict rather than to suppress it. It is an illustration of a company that facilitates rather than restrains conflicts. Honda being a decentralized corporation decided to manage its conflict in a constructive way. One of the approaches used by Honda is the waigaya (why-guy-ya) a Japanese term which connotes to the noise of debate. The company held a tradition of holding waigaya discussions where in the hierarchy and seniority are out aside. Participants are free to express their ideas and exchange views to come up with new ways of solving problems. This is one way Honda is promoting independence and a supportive working environment.
Honda’s co founder, Takeo Fujisawa explained that fostering debate is similar to an orchestra. As the president he must orchestrate the discordant sounds into a kind of harmony. Nonetheless, too much harmony is not desirable. Harmony must be cultivated within a discord or the company will drift away from the forces that keep it alive. With the waigaya, the communication skills of the participants and the facilitator keeps the meeting form degenerating into gripe sessions.
Discussion/Results
As discussed above, conflict is often caused by diversity and interdependence. People working together with different ideas and goals are likely to cause conflict. In order for this to be reduced, the management can either reduce the diversity among the people who work together or reduce the amount of team work and interaction. In today’s working environment, neither of these methods is practicable without weakening the level of creativity.
Teams provide opportunities for information sharing across functional and national boundaries. There are many benefits that can be derived from diverse groups. Social interaction among diversified perspectives results to new concepts and insights. However, the increase in the productivity and creativity depends not only on the existence of diversified views but also to the effective management of conflict. These conflicts arise due to the forms of diversity and thus the effective implementation of ideas must be sought out.
As evidenced by Honda’s conflict management style, a well managed conflict leads to creativity, flexibility and innovation. Conflict can play an important role in generating innovative ideas to the complex problem faced by the organization. All that is needed is to acknowledge conflict as a natural part of the business process and use it to the advantage of the company.
Conclusion
The main goal of conflict management is to prevent negative or dysfunctional conflict from arising while at the same time encouraging conflict that stimulates performance and innovation. In such case when the dysfunctional conflict is unavoidable, then the goal is to minimize it.
For the managers, the main goal is to channel the potential conflict into a more positive one so that it can be productive rather than destructive such as the case of Honda. There are proven ways of managing conflict that has positive results for the employees and the organization. However, much depends on the circumstances involved. Because of this, the manager must know the people working for him and the culture of the organization.
Lastly, there is the need to know how the culture of the organization affects the occurrence of conflicts. Some organizations maintain a culture that suppresses the expression of disagreements while others are more unconstrained. Honda is one of the many successful cases of companies that benefited from promoting the culture conflict. From its experience, it can be concluded that conflict is a potential element for promoting creativity and innovation.
Recommendations
- Organizations must be able to manage diversity in such a way that the advantages are maximized and the disadvantages are minimized. If the potential advantages of the diversity are to be recognized, then the members must have the willingness to express and debate competing ideas vigorously. Conversely, they must be ready to implement decisions that may be different from their preferred options.
- Critical debates and open discussions about the tasks must be encouraged. This will improve the performance because members are likely to offer and assess different solutions.
- Teams must focus on the individual differences with regards to work experience, education and functional expertise to be able to debate constructively in an acceptable setting. This fosters effective interaction, innovation and high level of productivity.
- On the part of the management and training professionals they should do everything to cultivate conflict rather than suppress them. To stimulate constructive conflict within the organization, managers themselves must be comfortable with the idea of conflict and work to create a culture that allows and acknowledges conflict as an essential element of the business process.
- Promote a great sense of morale with a working team that acknowledges the experiences and knowledge of the members rather than their differences.
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