Posted: September 7th, 2024

Conflict Identification and Resolution

Conflict Identification and Resolution
Conflicts are common within community organizations which may result from differences in employee values or personalities. Whenever conflict happens, it represents negative energy in the firm and is often accompanied by words that are violent, abusive, or destructive (Baack, 2017). However, there are other people in organizations that perceive conflict as mild disagreements. In a workstation, conflict may involve a subordinate staff and a senior staff or between coworkers. Besides, there are different perceived types of conflicts. There can be physical conflict, which can be observed while there is also perceived conflict even when it would be difficult to point it out with an observable event. Therefore, this paper will explore and identify the reasons for conflict and successfully addressing them in a team environment.
Conflict That I Am Familiar With
One example of an organizational conflict that I am familiar with happened to my close friend. My friend headed a crucial department in a public institution. The feud started when management appointed a new head of marketing who came in with the business’s little experience but armed with all current buzzwords. Although her department was independent of the marketing department, the head of marketing wanted to take over her department. The takeover was met with resistance from members of her team. After a few months of resistance, it was clear that her team was not going to win, and they started resigning. Apparently, after a year or so, the head of marketing suddenly resigned from the institution. The employees in her department felt there should have been better communication from senior management on the plan to merge the department earlier on and their contribution considered in decision making.
Source and level of the conflict
The source of conflict, in this case, relates to the issue of poor communication. Poor communication in an organization creates conflicts, while good communication helps in resolving the problems. Besides, poor communication in an organization can occur on a small scale, such as between employees. It can also be on a large scale, such as between employees and senior management. Effective communication is the lifeblood of a successful organization. Poor communication significantly harms the progress of an institution. According to Conrad (2014), a manager’s ability to communicate effectively with other subordinate staff is among the most critical skill needed to propel the company to success. In this case, the employees felt senior management failed to communicate organizational plans, and the new head of marketing attempts to merge the two departments felt like sabotage.
Besides, the case was an intergroup conflict. It involved two different departments within the public institution. Intergroup conflicts are often associated with disagreements relating to goals, differences in opinion, disagreements regarding which projects or tasks should be taken by which group, or budgetary allocations (Baack, 2017). In this case, the manager was supposed to choose a method to resolve the feud. The head of marketing should have consulted the other head of department or consulted with senior management on a seamless approach to merge the two departments.
On the other hand, communication is both the cause and remedy for such conflict. Knowing how to communicate successfully and resolve issues emerging in an institution effectively can result in happier and more productive employees. When staff understands the manager is not withholding information, giving valid information, and listening to suggestions, employees are satisfied and willing to sacrifice for an institution (Conrad, 2014). Poor communication and conflict resolution skills should be solved by managers learning approaches that are more conducive for negotiation and creating peace at the workplace (Overton & Lowry, 2013). I believe the new head of marketing failed to show proper leadership, communication, and conflict resolution skills in solving the existing feud. Also, there should have been better communication with the current head of department on bringing everyone on board.
Conflict Resolution.
There are several steps involved in conflict resolution. The process involves identifying the parties involved, determining the conflict source, determining the parties’ positions, finding a bargaining zone, and decision-making. Unresolved conflict in an organization results in unhappiness, dissatisfaction, hopelessness and can escalate to depression. Moreover, it may be associated with emotional or physical withdrawal, dissolution of personal relations, aggression, or job resignation (Rau-Foster, 2016). Timely resolution of employee conflict is essential in maintaining a healthy work environment. Also, it fosters employee’s professional growth.
As for the steps taken in resolving the conflict, all the steps were followed to solve the feud. Since the manager already knew the problems, they called for a meeting to determine what other parties felt about the problem. A solution was developed that satisfied all parties. It turned out that employees working directly under the new manager were also dissatisfied with how things were done. A following a collaborative meeting between senior managers, it was deliberated that the head of marketing would be transferred to another department and be in charge of a smaller group of employees. As a result, he was dissatisfied with that decision leading to his resignation a year later. Also, the departments were separated once again.
Conflict outcomes that could arise as a result of the conflict resolution
Timely resolution of the conflict is the determining factor between destructive and constructive conflict. When team members are acquainted in an orderly manner, it widens their ways of thinking, which results in innovative solutions for better team performance. Cognitive flexibility is essential in resolving conflicts (Oore, Leiter, & LeBlanc, 2015). The main goal is to have employees who are open to other people’s beliefs, ideas, and assumptions. By respecting people’s diversity, appropriate handling of conflict when it emerges and embracing practices to reduce conflicts fosters a healthy and creative team environment in an organization.
Additionally, there can be three outcomes that could occur during conflict resolution. It would either result in stronger relationships, an agreement, and organizational learning. An agreement is achieved when parties accept a fair and equitable settlement. Stronger relationships happen when involved parties accept to build trust and goodwill for the future. Organizational learning happens when an individual or organization achieves greater self-awareness about the conflict in organizations and designs creative solutions to problems. Managers should use different types of conflict management styles for effective handling of conflicts. Consequently, it results in a revolution among staff fostering professional growth, stronger bonds with subordinate staff (Huan & Yazdanifard, 2012). However, any conflict resolution should aim to reach a functional settlement (Baack, 2017). When conflict is not effectively managed, it is destructive and ruins employee relationships. Solving conflict is among the essential functions managers ought to learn to handle.
Conclusion
In a nutshell, the management of conflicts is an essential process in any team or organization. Besides, respecting people’s diversity, ideas, and beliefs and being open and accommodative to other opinions is instrumental in avoiding conflicts. Involving teams in negotiations helps design a productive approach to dealing with future problems. It also fosters better working relationships and healthy team performance. Following the five steps of conflict resolution ensures all parties are satisfied with the process and the settlement is fair.

References
Baack, D. (2017). Organizational Behavior. Pittsburg: Bridgepoint Education, Inc.
Conrad, D. (2014). Workplace Communication Problems: Inquiries by Employees and Applicable Solutions. Journal of Business Studies Quarterly, 105-116.
Huan, L. J., & Yazdanifard, R. (2012). The Difference of Conflict Management Styles and Conflict Resolution in Workplace. Business & Entrepreneurship Journal, 141-155.
Oore, D. G., Leiter, M. P., & LeBlanc, D. E. (2015). Individual and Organizational Factors Promoting Successful Responses to Workplace Conflict. Canadian Psychological Association, 301-310.
Overton, A. R., & Lowry, A. C. (2013). Conflict Management: Difficult Conversations with Difficult People. Clinic in Colon and Rectal Surgery, 259-264.
Rau-Foster, M. (n.d.). Conflict in the Workplace. Retrieved March 16, 2021, from WorkPlace Issues: https://www.workplaceissues.com/arconflict/

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