Introduction
Conflict in many cases seems to be a fact of life. Situations have been witnessed where different people with different goals and needs end up into a conflict. In many of these situations, personal animosity that is often intense result. It is, however, not necessarily bad for a conflict to exist. It can lead to professional and personal growth if it is resolved effectively. Effective resolution of conflict can go a long way in determining the outcomes of the conflict: whether positive or negative. By effectively resolving the conflict one can solve numerous problems that these conflicts bring to the surface. Communication between parties in conflict is very essential in its resolution. This will enhance increased understanding between the parties.
The discussion necessary for conflict resolution increases people’s awareness of the conflict situation thus giving them insight into how their goals can be achieved without undermining other people’s goals. Effective conflict resolution through effective communication also increase group or parties’ cohesion and thus members can develop solid mutual respect and renewed faith in their capacity to cooperate and work together. Resolving conflict successfully also result to improved self-knowledge. Conflicts push individuals to scrutinize their objectives in close details thus helping them to understand goals that are of most importance to them, sharpen their focus and enhance effectiveness.
On the other hand, however, if the conflict is not effectively handled through poor communication, the results can be destructive. The conflicting goals and ideas can turn into personal hatred. In case this happens in a workplace, teamwork breaks down, talents are wasted and it is easy to result in a vicious downward helix of recrimination and negativity. Effective communication is, therefore, an important tool in effective conflict resolution.
A conflict is an element that entails a tussle between two opposing forces usually an antagonist and a protagonist. Conflicts can be internal or external. Internal conflict refers to a struggle of opinions inside oneself while external conflict refers to struggle between external forces usually different members or parties. Conflicts can occur in a workplace between employees and employer, between employees or between employer and other employers (read inter-organizational conflicts) .There are usually conflicts in a workplace. These conflicts are mainly as a result of opposing methods and perceptions. In this case neither party is wrong or right. It is the work of managers in these work places to ensure that this conflict does not come in the customers’ view. If these conflicts are managed skillfully and effectively, teamwork will improve hence reduced stress, foster creativity and improved staff morale. To effectively manage the conflict, one must be a skillful communicator. One must ask questions and concentrate on problems as apparent.
Conflict can also occur in a relationship. This is a tussle between two partners in a relationship. It can also occur in a team. To resolve all these conflicts, it is important to admit that a conflict exists. Find out what is happening, be open to the problem and not to favor any party. Honest, clear and direct communication is important. Every party in conflict should be allowed to express its views before moving on to solve the problem. The problem is then defined and common areas of agreement are found. In this analysis, the conflict is between employees and the supervisors. The employees are angry over not constantly receiving expected pay rises, performance incentives and promotions. The employees are, therefore, lashing out by spreading dissatisfaction through gossip and consequently a negative attitude of work. To resolve this, tactful communication is required during performance review, creation of a time bound action plan to improve employees’ performance and setting of guaranteed incentives with completion of goals. All employees are allowed a voice in setting goals in order to increase their commitment to attaining the goals.
Various theories and concepts are applied to ensure conflicts are resolved. These include stonewalling, ingratiation, upward appeal, coalition building and exchange of benefits. Stonewalling is the refusal to cooperate or communicate. This is mostly indicated and reinforced by avoiding engagement and contact with the other party. It also entails deflection in a discussion in order to make the conversation pointless and insignificant.
Stonewalling involves tactics like vague responses, giving sparse, answering questions with additional questions and refusing to answer questions. It creates delay in conversation rather than putting it off forever. This tactic is usually used by those who would like to stall forward the progress of some effort for them to gain advantage. As an obstruction tactic, stonewalling depends on its effectiveness of the obstructer’s superior power. The obstructed can succeed by acquiring greater power, feigning greater power or by outfoxing the stonewaller.This tactic does not solve the conflict and will always lead to stress build up. The discomfort in the workplace between the employees and the supervisors will continue. The deflection of communication is not an effective conflict resolution tactic. Instead of avoiding or ignoring the employees, in our case, the supervisor should listen to them and see if they can arise to a mutual understanding of the conflict between them. Deflection of communication is an unproductive style of communication and leads to low productivity and high levels of frustration among staff.
Another concept of conflict resolution is coalition building. This entails creation of temporary partnering of groups or alliance in order to accomplish a common goal or involve in a joint activity. In this method parties (organizations, individuals or nations) come together to form an alliance. These coalitions formed by groups of related interests, goals and values allow partners to syndicate their resources and become more powerful. It is through coalition building that weaker parties to the conflict can increase power. It is actually the primary mechanism via which disempowered and weak parties can develop their base of power and hence defend their interests better. People with poor resources work together and are able to express their interests.
Alliances can be bad or good in a workplace. Alliances that help members to meet their goals and work together to support each other and the company’s mission are a recommendable thing. However, alliances formed to disempower others slowly undermine the good of any workplace. The best policy is to remain independent of any negative coalition. This enhances greater trust and makes a happier team in the workplace. In our case, the employees who are angered by the problem would form a coalition that will present their grievances in a more solid manner to the supervisors. This will enhance more productive negotiations. To keep the coalition together effective communication and negotiation tactics are necessary. Successful coalitions involves parties whose goals are compatible and similar, that by working together will enhance both groups’ ability to achieve their goals and that the benefits of the alliance will be higher than costs.
Another concept of conflict resolution is appeal to a higher authority (upward appeal).When a conflict results, the parties under conflict may not be satisfied with the manner the mediator is handling the mediation process. The parties should seek mediation from a higher authority. In a workplace, the employees should understand the organizational setup in order to seek mediation where necessary. They should also be made to understand the hierarchical arrangement of the organization so as to forward their grievances to subsequent authorities.
Negotiations and effective communication with the higher authorities is necessary. The authority should, however, create confidence among the employees on its capacity to resolve conflicts. This is enhanced through fair hearing and listening conversation. Since the appeal might be final and if parties are not satisfied with its decision might lead to negative results, the higher authority ought to be sensitive to the problem at hand. It should be proactive and not reactive. All sides should be given a fair hearing. Primary diagnosis as to the cause of problem is first made. Effective communication to come to a common ground is of greater importance. In our case, the employees would forward their grievances to the manager if the supervisors does not succeed in the resolution of the conflict.
Ingratiation is another concept in conflict resolution. This is a concept where an individual attempts to make himself or herself to appear more important and likeable to the target. It is an act of attaining favor from someone by thoughtful efforts. It basically means flattery. In a workplace it is defined as improper efforts by the subordinate to increase their attraction in their superior’s eyes. The subordinate tries to obtain the approval of the superior for him or her to get favorable results such as pay raises and promotions. The subordinate seeking for ingratiation would highlight and exaggerate the positive side of the superior only so that he or she would be favoured.This tactic normally succeeds. It is important for superiors to recognize and understand ingratiation behaviors so as to have capacity to treat all individuals under their supervision fairly. It is only when the employees feel that they are all treated fairly that they work at their highest productive level hence higher organizational outputs. Ingratiatory behaviors have frequent impact on the effectiveness of the company or workplace.
Dissatisfaction will erupt when the employee under ingratiation whose performance is of lower level or similar to other coworkers is rewarded much better without considering the accomplishment of the real benchmark of performance. If this unfair treatment continues, the relationship between subordinates with higher motivation and superiors will worsen. At the end the result would be lower organizational outputs like less commitment, mediocre performance and decreased motivation by workers. It is usually very hard for superiors to distinguish between honest appraisals and manipulative ingratiation of the subordinate. Though still, there are numerous ways to determine whether the flattery of the subordinate or the complete agreement is genuine or fake.
A higher authority can determine sincerity by evaluating the frequency of subordinate opinion conformity, compliment giving, self-enhancement, and rendering favor. Does the subordinate appraise the superior at each and every available chance? Does the junior employee always agree, support and conform to the superior's ideas? Does the subordinate volunteering continuously to make favors? Does the employee compliment both personal aspects and work of the manager and other positive characters?
Additionally, superiors can also evaluate the subordinate's behavior or by observing how his or her relation with other authority figures at the work place. Lastly, superiors can also ask a colleague to determine the genuineness of behavioral motives of the subordinate. This method is poor in seeking resolution of either individual or team conflict. The communication in this method is not effective as it does not involve fair listening skills but instead based on favors. In our case, an employees would seek favors for his or her promotion and pay rise from the supervisor.
Conclusion
In conclusion, resolving a conflict effectively requires effective communication and negotiations. Effective conflict resolution ensure better teamwork and cooperation. Negotiations and effective communication between employees and supervisors would enhance common agreements and thus effectively solve the conflict. For better communication and consequently effective conflict resolution, active listening skills are important to ensure understanding of the conflict. Assertive approach instead of aggressive or submissive style is also necessary. Enough information on the conflict should then be gathered. Personalities should be left out of discussion. The mediator should remain flexible and clear in feeling and expressions. Another step to make conflict resolution better is to agree with the problem and brainstorm possible solutions. Win-win negotiations should finally be made. This would ensure that every party in a conflict is satisfied with the nature of the negotiations and does not feel humiliated or to have lost the battle. Conflicts commonly result by poor communication skills.
