This paper intends to look at the causes of conflict in the workplace and the effects that it can have on the employers, employees, and the organization as a whole. This is not a problem that started recently, this has been going on for years. Conflict in the workplace can be resolved when addressed in a timely manner and ensuring that the correct tools are used in the process. The work environment has the normal stressors, so therefore creating an environment that is free from undue stress can be greatly rewarding. Morale and productivity can reach high levels when a pleasant work environment is created.
Keywords: conflict resolution, workplace conflict
Workplace Conflict Resolution
Conflict: ‘to come into collision or disagreement; be contradictory, at variance or in opposition; clash.’ How would it be to live this life free from conflict? We as humans would like to believe that conflicts never occur or if and when they do the resolution will be a favorable outcome for all concerned (Dictionary.com, n.d.).
Causes of Workplace Conflict
According to Crampton (2011) ‘workplace conflict is inevitable.’ It does not matter what type of business we are in there is sure to be some kind of workplace conflict. If we know what those triggers are we will be better able to deal with and try to settle the conflicts. There are everyday circumstances that can definitely lead to workplace conflict and this is not something anyone can gage or know when to expect. Just the circumstances and situations of everyday life will cause undesirable circumstances.
Individuals working together or living together for that matter will at some point will have person issues. According to Crampton (2011) whether these differences stem from ‘hurts, slights, rivalry or other conflict’ this can affect the goals and expectations of the organization. There will be some issues that we cannot leave at home and deal with when we return. When this happens it can and will cause a conflict in the workplace because some individuals will not or they are scared to discuss their personal problems with their boss or co-workers. This can cause a great misunderstanding in the workplace because everyone will be wondering what is going on.
This does not happen only in business, but this happens in any area of life. When individuals fail to communicate or do not know how to communicate this can ruin any relationship. Verbal and non-verbal communication is very important for one’s very existence and survival, so therefore we must be able to express not only our feelings, but workplace expectations.
Today most people communicate using electronics, so therefore it is very hard to really get to know how they are really feeling or thinking for that matter. In the workplace people used to walk around to get answers to situations, but now everything is e-mailed. I prefer the old-fashioned way which was management by walking around and talking to the staff face to face. This would be a way to really build a rapport.
We all have been created differently with our own minds, thoughts, and attitudes. We are now in an age where we are more aware of the different generations we interact with on a daily basis. From the silent generation to what I would call the microwave generation that really believe in texting and only using shortcuts. We are all working together and there can be some serious communication gaps which can lead to personality conflicts. Terms that are used by the more seasoned generation can be offensive to the younger generation and this can cause a conflict to occur.
This seems to be behind every ailment or confusion that may be happening in the workplace. What if the secretary decides that he or she does not want to schedule an appointment and the administrative assistant decides she does not want to cover for the secretary in her absence, this could become a stressful environment. What happens when have someone in human resources delays sending an offer letter because he or she does not want to listen to the supervisor?
Types of Conflicts
Employee versus Employee
Most of the time when this happens, the employees have miscommunicated the objective of completing a project and have his or own method of doing something. This is where different levels of experience is a negative versus a positive. The employees are not allowing their experiences to play a role in having a successful outcome. When this happens, the best thing to do is to ‘nip it in the bud’ or else the situation will be uncontrollable. There must be a meeting to discuss the genesis of the misunderstanding.
We all have to vent at some point or we will blow up or have a very negative attitude. This is something I learned and I am still learning, the person that we vent to can turn what is said into the nastiest situation and this can create a hostile work environment. It does take two to have a conversation, but the sad part is that we never know whether or not the other person has a hidden agenda and will take it to the next level.
Employee versus Manager
How this is handled could predict whether or not the person may or may not have a job in the end. This is very difficult if not the most difficult situation to be handled. Some managers may not know they are too rough or may be coming off as really misunderstood. I had to deal with this situation years ago and this person was not just being difficult and not know it, he was actually harassing me and knew what he was doing. There was no way to reach him, so the situation was resolved quietly, he was the type of person who deserved to work alone. As stated by D. Crampton, ‘a simple meeting to ‘clear the air’ may be all that’s needed to resolve the problem’ (2011).
Solutions to the Conflict
How conflicts originate or get started are different so therefore, they must be handled or settled using various approaches that suit the situation. Some of the tips used: ‘ approach must be clear, do not indulge in the conflict, personal attitude should not be the basis, others point of view must be acknowledged, use a mediator if necessary, and the superiors do not have to be involved’ (Farrell, 2014).
We all would love to have a conflict end where both sides will come out winning, but we know that that is not always the case. Hitt, Miller, & Colella (2011) wrote the following are outcomes to conflict:
- Lose-Lose: Neither party gets what they initially desired
- Win-Lose or Lose Win: One of the party’s concerns are satisfied
- Compromise: Both parties give in to some degree on an issue or set of issues
- Win-Win: Both parties get what they want. (pp. 448-450)
This last outcome is what we would like for all conflicts, but this will not always be the case or solution.
Respect in the workplace should be at the very top of everyone’s list from the top manager on down. This would be going back to basics of treating people how we want to be treated. Below is a list of what respect is (The Resolution Centre, 2009).
1. Always treat people with courtesy, politeness, kindness and ultimately how you would like to be treated
2. Listen to what others have to say before expressing your viewpoint
3. Never butt in or talk over another person
4. Encourage others to express their opinions and ideas
5. Improve your work by using others ideas and credit them for their ideas
6. Never put people down, disparage them, call them names or insult them
7. Do not belittle, criticize little things, demean or patronize others. A series of small comments over time can amount to bullying
8. If you would prefer not to do a task, chances are neither would your co-worker. Share the load
9. Regardless of race, religion, gender, age or other orientation always treat people equally
10. Ensure that your workplace maintains an equal opportunity policy and that you are familiar with it
11. Ensure that praise, recognition and appreciation is abundant in your workplace
This is so easy to understand because we are trying everyday day to manage our own emotions, which we do not realize the other person may be feeling or going through something. There are ten simple strategies help reduce negative emotions: ‘delay, expectation management, appreciation, then correction, same side, relief, leverage positions, acknowledgement, your responsibility in the problem, your responsibility in the solution and sincere apology.’ Each one of these strategies must be met with sincerity or they will not work. (Polsky, 2011).
Managing the Conflict
‘Don’t fear conflict; embrace it ‘ it’s your job’ (Myatt, 2012). What a concept. We all feel that conflict is the last thing that we would like to deal with. We spend more time at work than we do at home with our families, so therefore we would like to be in a peaceful environment. It is so true that if the problem is not addressed it will not get resolved, it will only escalate.
Mike Myatt (2012) stated in his article ‘leadership and conflict go hand-in-hand.’ This is such a true statement, but no one wants to have to deal with conflict. Leaders and managers must know how to handle conflict in the workplace. This is often swept under the rug hoping that the problem will go away and it does not, things just get worse.
Do not be afraid. It is the believed that the person causing the conflict is a trouble maker verses someone who is bringing something positive to the table. We all have various opinions and ideas, so therefore there will always be some sort of conflict which must be addresses. Some organizations will just move the individuals or as it is said the problem around to make things better.
Communicate. What we all somehow fail to do effectively. One example is the negative attitude which may happen over and over again and workers will eventually strike out at each other (Smith, n/d). When this happens the problem must be addressed and there will be times when the individual may be the cause of the problem, but do not jump to this particular conclusion prior to communicating effectively.
Can be Positive. It is hard to imagine that such a behavior as conflict can be used as a positive. How can something that seems so dark be healthy and be used in such a positive way? Humans in and out of the work center will express themselves at some point in time, and this is not something easily handled. Some people would rather avoid the conflict than address it. Kevan Hall wrote an article in 2013 that contained four tips that can be used to turn conflicts into something positive. He stated ‘that ownership of the problem or paying the price are the choices that one has.’ The tips are as follows: ‘recognize and flag the problem, remain emotionally neutral, create shared purpose, and learn from it’ (2013).
As long as we humans continue to exist, move, work and live among each other, conflict will be a part of this life. We have to learn to use the resources available to us to the best our being to try to resolve the conflicts. There will be times when the outcome will not be what we want it to be or hope for, but we must press on and try to learn from those experiences to create an environment that will be free from conflict.
The strategic implications of organizational behavior for resolving workplace conflict would be to try to create an environment that would be free of conflict or when it occurs try to ensure that it will be resolved immediately. Training is needed so that individuals will be able to handle conflict as soon as it occurs. The most valuable lesson that anyone will ever learn will be how to communicate with each other. Learning how to handle personal situations and teaching on how to respect each other versus taking each other for granted will certainly go a long way. The opportunities would be to have a great company and a team of workers that can get along with each other in a stress free environment. The challenges would be to actually get everyone to understand that they all have differences that can work as a positive but this does not always happen.
Conflict. (n.d.). Dictionary.com. Retrieved from http://dictionary.reference.com/browse/conflict
Crampton, D. (2011, September 15). A comprehensive article on what causes workplace
conflict. TIGERS Success Series. Retrieved from http://www.corevalues.com/work-
Farrell, A. (2014, April 28). Workplace conflict resolution: Best tips to overcome disputes.
The Agile Zone. Retrieved from http://agile.dzone.com/articles/workplace-conflict-
Hall, K. (2013, May 27). How you can turn workplace conflict into meaningful progress. Talent
Management. Retrieved from http://www.tlnt.com/2013/05/27/how-you-can-turn-workplace-
Hitt, M. A., Miller, C. C., Colella, A. (2011). Conflict, negotiation, power, and politics. (3rd
ed.). Organizational behavior. (pp. 448-450). Hoboken, NJ: John Wiley & Sons, Inc.
Myatt, M. (2012, February 12). 5 keys of dealing with workplace conflict. Forbes Leadership.
Retrieved from http://www.forbes.com/sites/mikemyatt/2012/02/22/5-keys-to-dealing-with-
Polsky, L. (2011, June 14). 10 ways to manage emotions during conflict in the workplace.
Talent Management. Retrieved from http://www.humanresourcesiq.com/talent-
Smith, Gregory P. (n.d.). Conflict resolution: 8 strategies to manage workplace conflict.
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The Resolution Centre. (2009). Respect in the workplace prevents conflict. Resolution Centre
Articles. Retrieved from http://www.resolutioncentre.com.au/articles/respect_workplace.html
If you need a topic on conflict resolution, consider the 20 argumentative essay topics below:
- Integrating Diversity While Managing Group Conflicts
- Methods for Workplace Conflict Management
- Listening to and Learning from Conflicts
- Maintaining Privacy among Workplace Conflict
- How Autocratic Leadership Styles Manage Conflict
- How Transactional Leadership Styles Manage Conflict
- The Role of Power in Conflict Management
- How Bureaucratic Leadership Styles Manage Conflict
- How Charismatic Leadership Manages Conflict
- How Servant Leadership Manages Conflict
- The Transitory Nature of Conflict Management
- How Transformational Leadership Manages Conflict
- How Task-Oriented Leadership Manages Conflict
- Mitigating Poor Productivity with Better Conflict Management
- How People-Oriented/Relations-Oriented Leadership Manages Conflict
- How Laissez-Faire Leadership Manages Conflict
- Limitations to Conflict Management in the Modern Workplace
- How Democratic/Participative Leadership Manages Conflict
- How Effective Leaders Manage Team Based Conflicts
- Leadership and Team Conflict Management
Aren’t those great topics? Below you will also find an essay sample on one of them. Don’t forget to check our set of 10 facts about managing conflict for an argumentative essay as well as the guide on argumentative essay writing for this topic.
Sample Argumentative Essay on Leadership and Team Conflict Management
Leadership brings with it many responsibilities and one of those responsibilities is team conflict management. As a leader or manager, you will find workplace conflict no matter where you are working or who is working with/for you. It is up to you to help address it. As a manager, the role includes reporting, monitoring, communicating, recording, measuring, and identifying. The most basic job description would be governance. Governance is the act of administration or ruling. The governor, or manager in this case, is the one in charge of such actions. The term governance originated in the late fourteenth century and has an oddly suited applicability to managerial styles, particularly extreme styles. In the corporate structure, the term governance relates to consistent management, one which remains cohesive to policies, offers guidance, and assumes the responsibility for processes of correct decision making. This can include, for example, evolving internal investment or policies on the use of data for which the manager is responsible. By the beginning of the twentieth century, the word governance expanded in its definition thanks to financial textbook publications. Now, within the corporate structure, the governance refers to a set of policies, customs, or processes which directly affect the manner in which people administer, direct and control the corporation. This also refers to the relationships between key members of the institution such as managers and the corporate goals. Managers carry a large burden of responsibility on their shoulders which, if not done properly, can lead to extremes rather than balanced work environments and behaviors. By poorly governing or not maintaining strict adherence to the rules of the company, managers can create poor work environments and hinder workplace relationships which will lead far from business success (Martindale, 2011, p. 33).
Good leaders must be able to motivate their employees and if employees have conflicts, great leaders must be self-aware and able to work with those involved to solve the issue and not avoid it. Interpersonal conflicts within the workplace will not go away if they are ignored. In fact, they will get worse. If leaders avoid the existing conflicts, the employees can lose respect for their leaders.
In conflicts, it is important to remain calm. It is imperative that individuals keep their head, even if those around them are not doing the same. Staying calm, especially when provoked, can help to keep the process of conflict management an easy one. Maintaining moral high ground is just as important in the workplace. Good leaders know that when conflict arises among their employees or their team members, it is important not to lose control, not to pull rank, and not to give up the moral high ground. It is much more effective for calm control to be commonplace, and it makes for a significantly better place from which to negotiate conflicts.
Handling conflict should involve working with human resources. These individuals are specifically equipped with managing employee conflicts and they work well as objective third parties. In more delicate business situations having this sounding board for discussions, this objectivity can really offer reasonable counsel to whom all involved parties refer. This is why so many companies employ highly trained HR representatives. As a conflict resolution leader or manager, it is important to document the conflict meticulously. If a report is filed by one person, it is important to avoid getting into future discussions about the dispute that are accusatory in nature “he said/she said” and to focus instead on referring to the detailed documentation filed by the business. This also provides legal protection for the company and for the individuals involved in the matter. In managing conflict it is important for participates to set aside the idea of beating the other person, proving them wrong, or winning the argument. Defeating the “enemy” is not the role of managing conflict. Rather, the conflict should be resolved in a constructive and expeditious fashion. It requires closure from all parties and move forward in the workplace without the conflict lingering.
That said, there are many leadership styles out there and each one offers something unique for different workplace situations. Some are more appropriate than others. But in all cases, it is important to manage conflicts promptly and to manage them well. This is best done by integrating the most effective overall leadership style with whatever existing leadership trends are effective in the existing workplace. The most effective leadership is known as ‘transformational leadership’, where leaders with a great deal of integrity, drive and charisma, inspire people with a shared vision of development, charting out clear goals to achieve those ends and motivating people to perform towards realizing that shared vision. Note here that one style of leadership does not suit every operation and organization and one must hence adapt one’s leadership style to suit the requirements of your operation. By doing this, workplace conflicts can be resolved promptly and effectively by the leaders, ensuring better workplace relationships and respect for workplace authority.
Eunson, Baden. Conflict Management. Milton, Australia: John Wiley & Sons, 2007. Print.
Foster, D.E. (2002). “A Method of Comparing Follower Satisfaction with the Authoritarian,
Democratic, and Laissez-faire Styles of Leadership.”. Communication Teacher 16 (2): 4–6.
Kindler, Herbert S. Conflict Management. [Rochester, N.Y.]: Axzo Press, 2009. Print.
Kindler, Herbert S. Managing Disagreement Constructively. Menlo Park, Calif.: Crisp Publications, 1996. Print.
Martindale, N (2011). “Leadership Styles: How to handle the different personas”. Strategic
Communication Management 15 (8): 32–35.
Raines, Susan. Conflict Management For Managers. San Francisco: Jossey-Bass, 2013. Print.
Woods, A.P. (2010). “Democratic leadership: drawing distinctions with distributed
leadership”. International Journal of Leadership in Education 7 (1): 3–36.
Van Slyke, Erik J. Listening To Conflict. New York: AMACOM, 1999. Print.
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