Bibliography http://www.businesslistening.com/conflict_resolution.php http://en.wikipedia.org/wiki/Conflict_management http://www.leadership-and-motivation-training.com/types-of-conflict-in-theworkplace.

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INTERNAL ASSEMENT
Name :shamaya Murray Teacher: Miss Madden

General Suggestions from Rahim's Criteria for Conflict Management (2002)

Organization Learning and Effectiveness- In order to attain this objective, conflict management strategies should be designed to enhance critical and innovative thinking to learn the process of diagnosis and intervention in the right problems. Needs of Stakeholders- Sometimes multiple parties are involved in a conflict in an organization and the challenge of conflict management would be to involve these parties in a problem solving process that will lead to collective learning and organizational effectiveness. organizations should institutionalize the positions of employee advocate, customer and supplier advocate, as well as environmental and stockholder advocates. Ethics - A wise leader must behave ethically, and to do so the leader should be open to new information and be willing to change his or her mind. By the same token subordinates and other stakeholders have an ethical duty to speak out against the decisions of supervisors when consequences of these decisions are likely to be serious. Without an understanding of ethics, conflict cannot be handled (Batcheldor, 2000).

[edit] Other suggestions

Do not avoid the conflict, hoping it will go away. Ask the participants to describe specific actions they would like the other party to take. It would also be beneficial to have a third party (meaning a non-direct superior with access to the situation) involved. This could be an individual member or a board dedicated to resolving and preventing issues. Lastly, do not meet separately with people in conflict. If you allow each individual to tell their story to you, you risk polarizing their positions.

Introduction
Conflict, when properly managed, is a positive source of competitiveness and collaboration in a workplace. On the other hand, when unmanaged, conflict can create division, low morale, and chaos in the same environment. Executives and managers must learn to identify constructive conflict and manage it effectively. Conversely, leadership must identify negative conflict and deal with it decisively and completely. For leaders to manage conflict effectively, they must understand all aspects of it. Identifying the causes and exploring the effects of conflict is critical. Fortunately, managers can adopt strategies for minimizing conflict and learn useful ways to arrive at solutions by observing conflict management practices in successful corporations. Understanding and identifying the sources of conflict as well as positive and negative aspects of conflict is the first step to good leadership.

Causes of Conflict in the Workplace

All managers and executives at some time have had to deal with conflict. The way that each one handles discord is a determining factor of success. Initially, he or she must communicate to gain a clear understanding of what is actually causing the conflict. Rebecca Hastings explains the need for communication in the workplace in Conflict Management Contributes to Communication. Hastings states that most conflicts stem from poor communication in which one party misinterprets the words or actions of another party. She notes that communication problems are particularly exaggerated when departments are competing for resources or when they have unique subcultures. A critical step in solving conflict is for managers to understand that communication is one of its roots (Hastings). With that in mind, Hastings addresses some of the key issues that can trigger conflict. Different work methods Employees often have the same goal but different approaches for achieving it. Neither employees approach may be incorrect, nor may one approach be less productive than the other may. As Hastings notes, the ownership of the approach, or idea, is what gives each employee pride. When approaches collide, a simple step toward resolution is for managers to encourage employees to develop more fully their approaches. Next, managers should ask employees to propose their respective plans and review

them as a group. According to Hastings, employees will find that often a combination of the approaches is actually the best solution. Different goals Often in organizations, separate business units may drive towards different goals. For example, the goal of a security controls department is to ensure the security of the corporation and its customers. This goal often affects performance and work output to other business units, such as one that focuses on generating revenue. As an executive or manager, it is imperative that goals be set at the corporate level and fully communicated to all areas of business. Jeff Weiss and Jonathan Hughes write, One of the most effective ways senior managers can help resolve cross-unit conflict is by giving people the criteria for making trade-offs when the needs of different parts of the business are at odds with one another (96). Therefore, if executives and managers communicate goals and criteria effectively, two things will happen in this scenario. First, business units will understand the basic role and importance of security. Second, security will understand how corporate decisions impact revenue. Clearly, management can overcome differences in goals through effective communication. Personalities Differences between employees and managers personalities often are a source of issues. People are sometimes annoyed by one another simply because of their looks or actions. A persons inherent biases are often contributing factors. Because everyone has biased opinions, management should not expend resources attempting to change them. However, avoiding personality conflicts altogether can significantly affect productivity. When two team members dont get along, they tend to exert a bare minimum of effort on one anothers behalf. This has a negative effect on your project, as well as on team morale (Robinson). As a result, effective leaders must understand employee biases and personality differences and partner teams and individuals to maximize productivity. Stress Stress is a huge motivator of conflict. Every employee has a breaking point, and every employee will reach his or her breaking point at some time or another. On a good day, employees can let issues and differences roll off their backs. However, as stress from home and work deadlines collide, often tempers will flare. When increased stress levels are combined with time pressures, good people reach the limits of composure and civil behavior, writes Anna Maravelas (23). With that in mind, leaders must learn to

recognize the warning signs of stress in each employee and attempt to alleviate it. Offering employees something as simple as a break or, in more severe cases, an afternoon off can go a long way toward relieving workrelated stress. Different viewpoints or perspectives Individual perspectives are what give a business environment its edge. In fact, clashes between parties are the crucibles in which creative solutions are developed, write Weiss and Hughes (97). As a result, employers are looking for diversity in people in order to ensure different perspectives are considered. Leaders in this situation must carefully and clearly listen to and understand the different perspectives. This one area can be the trickiest for managers. Since managers also have perspectives, often perspectives different from their own are misunderstood or pushed aside. Managers and leaders must remember that at least some of their employees will likely have different perspectives.

Effects of Conflict in the Workplace

In addition to understanding the causes of conflict, managers need to understand its effects. The effects of conflict in the workplace are often wide reaching and consuming. Further, they can be useful and beneficial or destructive and damaging. Effective leaders must differentiate between conflict that will boost productivity and build stronger teams and conflict that will decrease output and hinder teamwork. Clearly, managers must resolve conflict and channel it into positive competition and collaboration. One of the most damaging effects of workplace conflict is the personal toll it takes on employees. Research clearly shows that employees routinely take their work home with them. A recent poll at Williams Energy asked 75 employees, How often do you bring work home with you? Interestingly, 58% responded that they bring work home with them weekly, 11% bring work home only monthly, and 10% bring work home daily. In addition, 21% respondents said that they never bring work home with them. When the poll asked the same 75 people how often conflict and stress at home causes them to lose sleep or feel anxiety, 91% responded, Often, at least weekly. The results of these two polls clearly show that employees take their work home with them a significant amount of time. While taking work home has a damaging effect on employees, ineffectively managed conflict also affects employees personally through: Anxiety

Loss of sleep Lowered morale Decreased job satisfaction In addition to taking a personal toll on employees, conflict also has adverse effects on the workplace. Consider these benefits of managed conflict compared to the damage resulting from out of control conflict: Managed Conflict
Strengthens relationships and builds teamwork Encourages open communication and cooperative problem-solving Resolves disagreements quickly and increases productivity Deals with real issues and concentrates on win-win resolution Makes allies and diffuses anger Airs all sides of an issue in a positive, supportive environment Calms and focuses toward results Creates enemies and hard feelings Is frustrating, stress producing and energy draining Is often loud, hostile and chaotic Focuses on fault-finding and blaming Wastes time, money and human resources

Out of Control Conflict

Damages relationships and discourages cooperation Results in defensiveness and hidden agendas

*Adapted from Managing Workplace Conflict www.mala.ca

The importance of managing conflict is evident. Reducing the negative effects and increasing the positive impacts is critical in a balanced workplace. Leaders must skirt the fine line of reducing conflict and allow conflict to foster good results. Clearly, leadership must manage some conflict to reduce its impact while allowing some conflict to remain unmanaged in order to increase overall results.

*Concept by Steve Sullivan, Conflict Management Team member

Theories on Conflict Management

There are perhaps as many theories for managing conflict as there are types of conflict. Ranging from formal models to more simple problem-solving techniques, these theories offer many creative approaches to resolving conflict in various settings. Possibly the most important part of the conflict resolution process is using the most appropriate resolution for the conflict at hand. To be sure, using the wrong antidote to attempt to cure an ailment is a waste of time and resources. The following overview of some conflict management theories may aid in selection of the most effective management tool(s). The Circle of Conflict Author Gary T. Furlong provides one of the most comprehensive sources for conflict resolution models in his book The Conflict Resolution Toolbox: Models & Maps for Analyzing, Diagnosing, and Resolving Conflict . The Circle of Conflict is a model offered by Furlong and focuses on the various causes, or drivers, of conflict. According to this model, the six most common drivers of conflict are:

Valuesones belief systems, ideas of right versus wrong, etc. Relationshipsstereotypes, poor or failed communications, repetitive negative behaviors, etc. Externals/Moodsfactors unrelated to the conflict, psychological or physiological issues of parties in conflict Datalack of information, misinformation, too much information, data collection problems Interestseach partys wants, needs, desires, fears, or concerns Structurelimitations on resources like time and money, geographical constraints, organizational structure, authority issues (Furlong 30)

Furlongs Circle of Conflict resembles a pie graph divided into six equal parts in which values, relationships, and externals/moods drivers appear in the top half and data, interests, and structure drivers appear in the bottom half of the graph (see figure below). The main premise of this model is that conflict can be more easily resolved if discussions are focused on drivers in the bottom half of the circle (data, interests, and structure). According to Furlong, concentrating on these driversthings over which parties have some control offers a more direct path toward managing the dispute.

Furlong contends that when conflicting parties allow their discussion to stray into drivers in the top half of the circle (values, relationships, and externals/moods), conflict will likely escalate. Because these drivers represent areas that are not generally within a partys control, it is best to avoid them. Changing anothers perceptions of perceived past wrongs or dealing with external issues would make any disagreement worsen. Conversely, individuals in conflict can work together to change data problems, allay anothers fears, and overcome geographical constraints. These drivers are in the bottom portion of the circle of conflict, where, according to Furlong, most of the real resolution work should focus.

The Conflict Resolution Model

In his book, Overcoming the Five Dysfunctions of a Team , Patrick Lencioni presents another conflict resolution model. Lencionis model is a series of concentric circles centered around a point of conflict (see figure below).

This model proposes four different types of obstacles that prevent issues from being resolved. According to Lencioni, the obstacles closest to the center of the modeli.e., the issueare the easiest barriers to overcome, with

obstacles becoming increasingly more difficult to overcome as one moves outward from the center of the model. These barriers include: Informational obstacles (circle closest to the issue or conflict)the easiest issues for most people to discuss; individuals must exchange information, facts, opinions, and perspectives if they want to move toward resolution. Environmental obstacles (the next circle out)the atmosphere in which the conflict is taking place; the physical space, office politics, individual moods, and company culture can all have an effect on the resolution process. Relationship obstacles (the next circle out)issues between the people involved in the conflict; prior unresolved legacies or events among the parties, their reputation, or even position in the organization may affect how people work through conflict. Individual obstacles (the outermost circle)issues that are specific to each person in the conflict; individual experiences, IQ, EQ, knowledge, self-esteem, and even values and motives all play a part in causing and eventually resolving conflict (Lencioni 125). Lencioni explains that the key to this model is to understand that these obstacles exist during discussions. When a conflict arises because of a particular obstacle, the group should consider the model to decide whether to address the issue. Lencioni contends that if parties choose not to address and resolve an issue, they should agree not to let it affect their ability to resolve the larger conflict. Lencioni also states that obstacles at the outside of the circle are more difficult to resolve, largely because they involve personalities and other issues that are not easy to change. In this way, this conflict resolution model resembles Furlongs Circle of Conflict model as they both reveal hot-button issues managers should avoid when attempting to resolve conflict. Certainly, the issues toward the outside of the circle in Lencionis model and those in the top half of Furlongs model are the most challenging. Parties that are able to talk about these types of issues must trust each other because doing so involves some type of personal risk (Lencioni 127). Clearly, the methods available to resolve conflicts are numerous. There is certainly no right or wrong way to solve a problem. What is right for one conflict may be wrong for another; it all depends on the situation and variables involved.

The two conflict resolution models presented here illustrate that conflict most often happens when the emphasis is on differences between people. In their book Dealing With People You Cant Stand, authors Dr. Rick Brinkman and Dr. Rick Kirschner cleverly describe it this way, United we stand, divided we cant stand each other (38). In short, when people concentrate on what they have in common with one another instead of their differences, relationships run smoothly and conflict is significantly minimized.

Why Conflict Management Is Important

The plain and simple truth about conflict is that it has both good and bad effects. The type of conflict and its management determines a positive or negative outcome. If not properly managed, conflict can be destructive and ruin employee relationships. Unmanaged conflict can create bad feelings in people who experience it as well as those who merely observe it (Royer). Contrary to the common belief that conflict is limited to a disruptive effect, a number of researchers acknowledge substantial benefits. In fact, conflict can be a driving force of change. When managed correctly, conflict produces the following results: new ideas for changing organizations, solving of continuous problems, a chance for workers to expand their capabilities, and the introduction of creativity into thoughts about organizational problems (Bowditch & Buono). With that said, managers and supervisors must realize the importance of allowing constructive conflict. At the same time, management must swiftly and effectively confront conflict that is detrimental to the organization. It is important to manage conflict, especially in the workplace. Doctor Tony Fiore, a certified anger management trainer and licensed psychologist, said, The effects of conflict in the workplace are widespread and costly. Its prevalence, as indicated in three serious studies, shows that 24-60% of management time and energy is spent dealing with anger. This leads to decreased productivity, increased stress among employees, hampered performance, high turnover rate, absenteeism at its worst, violence, and death (Fiore). Unmanaged and negative conflict has human costs, economic costs, and organizational costs, contends Eric Brahm. A doctor in the field of political science, Brahm suggests that conflict costs organizations in many significant ways. First, there are the direct costs, including such things as fees paid to lawyers and other professionals for their intervention. Second, conflict often has significant productivity costs in terms of the value of lost time to the organization. It diverts worker attention from normal duties. Absenteeism often increases due to conflict. What is more, conflict often reduces

motivation and increases turnover. Third, conflict can have continuity costs namely, it can cause damage to ongoing relationships that wrecks the feeling of community in organizations. Fourth, conflict has emotional costs for those involved (Brahm). Clearly, it is imperative to manage negative conflict in the workplace constructively. Poorly managed conflict causes deteriorated employee and team performance levels, reduced productivity, and interruptions in employee relationships (Bowditch & Buono). Additional unfavorable impacts caused to organizations are increased absenteeism and employee stress, high turnover rates, and monetary losses associated with professional fees such as attorneys and court costs. Lastly, it is important to mention one important note about negative conflict and employees. Employees who are overstressed and have peer relation problems at work oftentimes carry those problems home. Negative conflict affects organizations, but it ultimately carries over into ones home life.

How Big Corporations Deal with Conflict

Large companies that manage conflict effectively employ several strategies, including negotiation, incrementalism, mediation, and effective communication. Michelle Maiese describes negotiation as a discussion between two or more disputants who are trying to work out a solution to their problem (1). Further, she indicates negotiation can occur at a personal, corporate, or international (diplomatic) level. Parties usually negotiate when they wish to create something new that neither could do on his or her own, or to resolve a problem or dispute between them (Maiese 2). Parties that negotiate typically prefer to search for agreement rather than fight openly, give in, or break off contact (Maiese 1). When dealing with conflict, large corporations negotiate by swapping data and trying to influence one another in a process of give-and-take (Maiese 8). According to Maiese, corporations have a chance of resolving conflict through negotiation as long as both sides project a willingness to compromise. Another strategy used by large corporations to manage conflict is incrementalism, which involves developing solutions over time. It is almost impossible for one person or even one group of people to come in and, in a relatively short period of time, help the parties find a solution. Solutions need to be developed slowly over a long time period, with many people working independently and in concert, to bring about transformation of the conflict from a destructive one to a constructive one, and eventually to a resolved situation, claims Heidi Burgess (1). Burgess suggests that even when the overall conflict cannot be resolved, the situation will improve incrementally.

These incremental steps will benefit small parts of the conflict system immediately and eventually can work together to facilitate the transformation of the wider conflict (Burgess, Burgess and Maiese). A third strategy of large corporations for conflict management is mediation. Christopher Honeyman and Nita Yawanarajah describe mediation as a non-adversarial process in which a third-party neutral assists in resolving a dispute between two or more other parties. They claim the mediators role is to facilitate communication between the parties, assist them in focusing on the real issues of the dispute, and generate options that meet the interests or needs of all relevant parties in an effort to resolve the conflict. Mediation is a tool used within large corporations to resolve issues and to assign responsibility for specific problems. It differs from arbitration, where the intermediary listens to the arguments of both sides and makes a decision for the disputants, as a mediator helps parties to develop a solution themselves (Honeyman and Yawanarajah). In short, the mediator is primarily a process person, helping the parties define the agenda, identify and reframe the issues, communicate more effectively, find areas of common ground, negotiate fairly, and hopefully, reach an agreement (Honeyman and Yawanarajah). Another strategy used by large corporations to manage conflict is effective communication. Donna Bellafiore stresses the importance of effective communication as she describes six critical steps for conflict resolution.

Identify the problem.

Bellafiore indicates that the resolution process begins with a discussion to understand both sides of the problem. In this stage, it is imperative that both sides clearly define the outcomes they want. Define the things that you both agree on, as well as the ideas that have caused the disagreement. It is important to listen actively to what the other is saying, use I statements, and avoid blame (Bellafiore).

Propose several possible solutions.

Bellafiore describes the second stage as the brainstorming phase during which the points that everyone agrees on and the shared goals are communicated. During brainstorming, parties record any potential approaches to the problem they can envision without considering the feasibility of the ideas. Aim toward quantity of ideas rather than quality during this phase, and let creativity be your guide, advises Bellafiore.

Evaluate each alternative.

Bellafiore suggests then analyzing each approach to the problem one by one, considering the pros and cons of the remaining solutions. She recommends that parties repeat the process until the list is narrowed down to one or two of the best ways of handling the problem. Bellafiore stresses the importance of honesty at this phase and cautions that solutions will likely involve compromise. Determine the best solution. Bellafiore encourages parties to choose the most mutually acceptable solution, even if it is not perfect for either party. As long as it seems fair and there is a mutual commitment to work with the decision, the conflict has a chance for resolution, she writes. Implement the alternative. To implement the alternative, parties should first agree on the details of what each party must do, writes Bellafiore. In addition, they should determine what to do in case the agreement starts to break down (Bellafiore). Continually evaluate the solution. Bellafiore suggests that managers should view conflict resolution as an ongoing process. Make it a point to ask the other person from time to time how things are going. Something unexpected might have come up, or managers may have overlooked some aspect of the problem. Your decisions should be seen as open to revision, as long as the revisions are agreed upon mutually (Bellafiore).

Strategies for Minimizing Conflict

Clearly, conflict among coworkers is impossible to eliminate. However, many managers recognize key strategies that can successfully minimize the negative effects of conflict in the workplace. Respect others. Managers who respect their employees are more likely to gain the respect of their employees. Likewise, companies that claim respect as a corporate value will reinforce it through corporate practices. Anna Maravelas illustrates the critical role of respect in conflict resolution in the following

scenario. Hours of constant dissension had left executives exhausted and disconnected (203). Then a mediator stepped in and asked them to share things they respected about one another. As they did so, positive energy replaced negativity, building a platform of conflict resolution that transcended pettiness and irritability (204-205). Renowned management guru W. Edwards Deming touches on the relationship between conflict and respect when he calls for the elimination of numerical quotas to measure a days work. Deming found that where quotas exist, peer pressure and animosity become prevalent among coworkers as people take a back seat to numbers. Further, he found that when managers ask employees to solve problemssuch as finding ways to save the company moneyinstead of imposing mandatory quotas, they experience different results. In short, employees express enhanced feelings of loyalty and pride in their company [as] their ideas [are] accepted (Walton 79). Clearly, a system that fosters an atmosphere of receptivity and recognition is far preferable to one that measures people by the numbers they turn out and is less likely to incite conflict (Walton 79). Communicate expectations. Communicating expectations can affect employees at several levels. If managers fail to communicate expectations effectively through job descriptions and delegation, employees will likely overlook important tasks. Thus, assuming somebody else is taking care of something is a surefire way to incite conflict, says communications consultant Bob Gemignani (Weinstein). Margery Weinstein suggests that to conquer conflict, managers must clearly communicate work priorities and responsibilities. In addition, effective managers must provide feedback on how well employees follow through (Weinstein). Likewise, managers should solicit feedback from employees. To manage conflict effectively you must . . . create an open communication environment . . . by encouraging employees to talk about work issues (Berkeley). Not only is communicating expectations important for resolving task and interpersonal conflict, but it is also an integral part of leadership training (Stevens). In essence, communicating information, goals, and expectations leads to trust and confidence (Stevens). Clearly, communicating expectations can minimize conflict by clearing up misconceptions about task roles and instilling trust and confidence in leadership. Encourage teamwork.

According to Craig Stevens, the force a company exerts to solve problems is found in a critical combination of teamwork and communication. Further, each individual on a team should replicate the team in terms of team mission, team goals, and team agenda (Stevens). When conflicts arise, the individuals no longer share the same personal mission, goals, and agenda (Stevens). Deming illustrates how the breakdown in teamwork fosters conflict in the parable of the shoes (Walton 74-75). Deming sets the story in a shoe factory where technicians developed a revolutionary product for which sales staff received thousands of orders. Because the designers and sales staff failed to consult the manufacturing department, the company was unable to fulfill orders. As a result, customers were alienated because departments [had] different goals and [did] not work together as a team to solve problems (Walton 74). Weinstein attests to the value of teamwork. Employees should be able to go to a team meeting rife with disagreement and emerge ready to unanimously support the teams final decision, she writes. Clearly, effective teamwork reduces conflict in the workplace. Empower people. Empowering the workforce can help minimize conflict as it makes people part of the solution when problems arise. As people become empowered, they begin to develop an ownership attitude in which they see conflict resolution as directly affecting their own bottom lines (Hersey, Blanchard, and Johnson 223). Like teamwork, the process of empowerment closely ties to communication. As a result, companies that share the secrets . . . what is really happening take a critical step toward empowering people (Hersey, Blanchard, and Johnson 223). Corporations that treat people as partners tend to more openly discuss a conflict, which leads to a more creative atmosphere. Because creativity and learning require . . . seeing and doing things in new ways, people are more apt to interject new ideas in an environment where differences are accepted (Perlow 5). In addition, as people are empowered in their decisionmaking, their work becomes more motivating. As a result, they are more committed to their work and are more apt to work through conflicts on their own (Schwarz 328). Clearly, empowering people can help managers minimize conflict.

Conclusion

Dealing with conflict in the workplace may be the most important function that leadership must learn to handle. As a result, effective conflict management is the staple of good leadership. Because conflict management is quickly becoming the most critical and time-consuming aspect of management, managers must be prepared. With the right understanding and the right decisions, managers are equipped to channel all conflict in the workplace into constructive conflict. Clearly, conflictboth positive and negativeis here to stay. However, armed with the techniques and understandings outlined above, managers can use conflict as a tool. Addressing conflict in the workplace is no longer a task to be avoided. Instead, leaders can embrace conflict as the mark of a productive workplace environment.