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Conflict Management in the Workplace

Introduction

Conflict management in the workplace is a hot topic in the business environment today.

This paper explores various techniques that can be utilized to manage conflict in the workplace.

Conflict management in the workplace is an issue that every leader, manager, or employee

has to deal with at one time or another.

The basics of conflict management include improving communication, teamwork, and a systematic

approach to solving the disagreement. This paper explores various techniques that can be utilized

to manage conflict in the workplace.c

Workplace Conflict Management

Conflict is defined by Hellriegel, Slocum and Woodman as ³the process in which one party

perceives that its interests are being opposed or negatively affected by another party´. Sometimes

conflict that be a positive force within an organization, while at other times it is a negative force.

An example of conflict as a positive force is that the creation and resolution of conflict

may lead the company to constructive problem solving. It may also lead people to search for

ways of changing how they do things. The conflict resolution process can ultimately be a stimulus

for positive change within an organization (Hellriegel, Slocum and Woodman).cc

However, conflict may also have serious negative effects on an organization. For

example, conflict may divert efforts from goal attainment or it may deplete resources (particularly

time and money) (Hellriegel, Slocum and Woodman,). Conflict also may negatively affect the

psychological well-being of employees and cause stress (Hellriegel, Slocum and Woodman).

Indeed, conflicting workplace ideas may lead to anger, tension, and anxiety. Deep and lasting

conflicts that continue without conflict management may even lead to violence between
employees and others (Hellriegel, Slocum and Woodman). Therefore, it would be fair to say that

conflict may sometimes be advantageous and at other times [Link]

Workplace managers must be sensitive to the consequences of conflict. These

consequences range from negative outcomes (such as loss of skilled employees, sabotage, low

quality of work, stress and even violence) to positive outcomes (such as creative alternatives,

increased motivation and commitment, high quality of work, and personal satisfaction) (Hellriegel,

Slocum and Woodman).

Conflicts (whether they are negative or positive) will arise in organizations whenever

interests collide -- and when these differences affect the relationship between interdependent

people, they must be constructively managed (Hellriegel, Slocum and Woodman). According to

Hellriegel, Slocum and Woodman, some ways to manage conflict include: the ³forcing style´, the

³accommodating style´, the ³compromising style´, and the ³collaborating style´.

The forcing style refers to ³assertive and uncooperative behaviors and reflects a win-lose

approach to interpersonal conflict´ (Hellriegel, Slocum and Woodman). This forcing style relies

on coercive power and dominance to resolve the conflict. In the forcing style, the person who is

trying to resolve the conflict feels that one side must win and that one side must lose (Hellriegel,

Slocum and Woodman).

The accommodating style, according to Hellriegel, Slocum and Woodman, refers to

³cooperative and unassertive behaviors´. The accommodation style manifests itself as a long-term

strategy to encourage cooperation by others, or as a submission to the wishes of others. The

accommodator tries to reduce tensions and stresses by reassurance and support (Hellriegel,

Slocum and Woodman). This style shows concern about the emotional aspects of conflict, but

does not deal with substantive issues -- this style simply results inc covering up or glossing over

the issue (Hellriegel, Slocum and Woodman).c

³behaviors at an intermediate level of cooperation and assertiveness´. This style is based on give

and take, which usually involves a series of concessions. This technique is commonly used and

widely accepted as a means of resolving conflict.

A collaborating style refers to ³strong cooperative and assertive behaviors. It is the win-

win approach to interpersonal conflict handling´ (Hellriegel, Slocum and Woodman). In this

stylistic approach to workplace conflict management, it is sharing, examining and assessing the

reasons for the conflict that leads to the development of an „
„
that is fully acceptable to

everyone involved. This effectively resolves the conflict (Hellriegel, Slocum and Woodman).ccc

Studies on the use of these different interpersonal conflict handling styles indicate that

collaboration is the best approach to managing workplace conflict (Hellriegel, Slocum and

Woodman). The collaboration style tends to be characteristic of (1) More successful individuals

and (2) High-performing, rather than medium- and low-performing organizations (Hellriegel,

Slocum and Woodman). Furthermore, the use of the collaboration style of conflict management

appears to result in positive feelings from employees (Hellriegel, Slocum and Woodman). So, it

appears that the best style to resolve conflict is the collaborative style.

Another suggestion for workplace conflict management is to take a step-by-step approach

no matter what style the manager is employing. Author Rudy M. Yandrick¶s article, ³Integrating

Behavioral Strategies: A Solution to Workplace Problems´, suggests that a systemic approach to

workplace issues by management is essential in today's workplace environment. For example, a

step-by-step process can be taken to resolve any workplace conflict. This enables the leader to

follow a systematic approach to resolving a conflict.

A detailed example of a step-by-step systemic approach is the following: First, the

employee reports an issue to his supervisor. Second, the supervisor gathers information in order
to gain the best understanding possible of the potential hurdle. Third, the supervisor identifies

possible causes of the conflict by collecting information from the team members and from anyone

else impacted by it. Fourth, the supervisor meets with a Human Resources specialist who will

build a list of potential solutions to the conflict. Fifth, the Human Resources specialist, in

conjunction with the supervisor, decides on an appropriate solution to the problem. Sixth, the

Human Resources specialist and the supervisor present the solution to the workers. And, finally,

the solution must be administered.

Additionally, there are exercises that can be done to resolve conflict and tensions in the

workplace. For example, in the article by Boss and McConkie, the authors suggest an exercise

for situations of conflict where there are contradictory personalities. They suggest a writing

exercise where the people in conflict write answers to three questions:

1.c What does he or she do well?

2.c What do I think I do that bugs him or her?

3.c What does he or she do that bugs me?

ccccccThis exercise, according to the authors, gives those in conflict time to get used to an

explicitly confrontational situation before either of them has a chance to ³pop off´ at the other. It

forces some rationality into an emotionally charged situation. Also, those in conflict are forced to

look at their own behavior before making any accusations against the other. Completing this

exercise will create a non-contentious atmosphere for continuing the conflict resolution.

Frequently, after doing an exercise such as the aforementioned, it will become clear that neither

person involved in the conflict is intentionally causing problems for the other.

c Each of the foregoing systemic techniques and styles regarding workplace conflict

management can be utilized either separately, or in conjunction with each other, in order to

promote a more cohesive work environment.

c
Conclusion

"Conflicts are part of individual relationships and organizational development, and

no«organization can hope to mature to productivity and be successful without being able to

resolve conflicts effectively" (Cottringer). Thus, conflict resolution is an integral part of

maintaining a thriving workplace and the techniques and systemic approaches discussed in this

paper should be utilized to resolve differences in the [Link]

c
£ibliography
c
Boss, Wayne R. and Mark L. McConkie. ³Conflict Management in Surgery:
Third-Party Intervention´. 5/1/2000. Public Administration & Management: An
Interactive Journal. Available at:<[Link] [Link]/5_1/v5n1_boss.pdf>. Retrieved
May 22, 2003.

Cottringer, William. ³Conflict Management.´ Executive Excellence

Yandrick, Rudy M. ³Integrating Behavioral Strategies: A Solution to