Conflict Management and Resolution

Introduction

This paper discusses the management of conflict in the business world. It includes the causes of conflict, as well as the ways to manage it. Conflict can be of many forms, but the way to manage conflict should be understood well. A manager can use a checklist for managing conflict and should be a good listener (Lipsky, & Avgar, 87-92).

Conflict can arise anywhere and everywhere; schools, homes, workplaces, hospitals. Since it is inevitable and usually unavoidable, people need to manage conflict. The management of conflict is essential in the business world. The conflict that arises in the workplace is of numerous forms. It may be between individuals or groups, possibly because they do not get along. However, the conflict could be the result of rivalry between two parties like departments, teams and so on. Conflicts are part of everyday life, and are alluded not only in family relationships, or friendship, but also institutional and corporate relationships, affecting the motivation of workers and individuals to continue creating and maintaining strong organizations and societies and viable (Lipsky, & Avgar, 87-92).

Discussion

Some common issues that are present in most workplaces include poor management, unclear job roles, unfair treatment, poor communication, inadequate training, poor work environment, bullying and harassment, and lack of equal opportunities. These issues are known to be the direct causes of conflict. Most of the time, the causes of conflict remain dormant for years, and suddenly re- ignite. This can be caused by the parties that are involved or by the change in expectations and needs. Additionally, it may be caused by an increase in the workload, or from ignoring common values or unresolved problems from the past (Stanley, 34-67).

In order to manage conflict, the manager or concerned authority should have a quiet word with the groups or individuals involved in the conflict. See Figure 1.1 for a clear depiction of moving from the informal to the formal stage of the conflict. The informal stage comprises of simple talking and listening to the employees. They should be given adequate space and time to communicate their feelings and concerns. The employees should know who they can or should go to when they have a problem at work. They should be assured that their concerns will be addressed seriously. A culture of expressing own opinions should be practiced and encouraged in the workplace. Moreover, conflicts are present in the process of human relations. It is so unlikely that we cannot perceive that many people look at dealing with their own conflicts. So that conflict situations arise frequently in the day to day, both in terms of public and private life (Williams, 471-482).

Although in the context of this study conflict as an opportunity for growth, this goal itself is in conflict with a few dominant values ??of our society. Children are usually taught to avoid conflicts rooted in values. They are taught not to question the situation, based on faith - for example, political or religious. Many people seem to appreciate the ...