As reported by Jameson, conflict is an inevitable part of a system in which human beings are required to cooperate in order to achieve goals. Further, Jameson's analysis of conflict as having different typologies also appears to be relevant. Analysis of one's personal life provides indications that there are different types of conflicts and that there are different types of resolutions that must be employed in order to resolve conflict. Given that conflict can have such a negative impact on the organization, its operations, employee morale and productivity, organizations need to have some understanding of conflict and the specific steps that can be taken to resolve conflict.
While there appears to be strong evidence which suggests the need for the organization to understand conflict, it is important to consider this analysis in the context of the autocratic organization. Mittler (2007) in his review of autocratic management argues that this style of management is one in which the manager is responsible for decision making at all levels. Managers make decisions and employees follow through, without any discussion of the decisions that impact employees. In this context it would seem that conflict resolution is quite simple as the manager has the final say in a conflict. While this approach provides definitive resolution to explicit conflicts, the reality is that the autocratic approach to conflict resolution may create more problems that it actually resolves.
References
Jameson, J.K. (1999). Toward a comprehensive model for the assessment and management of intraorganizational conflict: Developing the framework. International Journal of Conflict Management, 10(3), 268-295.
Mittler, J.E. (2007). Know your management rights. Industrial Management, 49(3), 26-30.
Conflicts are natural. They are expected to arise in any interaction involving two or more individuals. No two people think, act or react in a similar manner. This variability offers the opportunity for a conflict to arise in any situation. Without conflict, life in organizations would be stagnant. The future of the organization would be jeopardized. Dissonance, or a need to find a better way of doing things, is often
283). Essentially, interests-based strategies are used in outcomes in which one desires either fairness of organization effectiveness, for the simple fact that this stratagem frequently requires the use of third-party intervention. In most instances, that third party will merely assist in facilitating the resolving of such a conflict by speaking to each disputant and helping them to solve the conflict for themselves. The third-party's role is strictly supplementary, unless
To the extent an organization can embed or internalize these values is often a barometer or measure of how resilient they can also be in the face of rapid and turbulent change (Nguyen, Mohamed, 2011). The connection of conflict resolution and management is a catalyst of organizational stability, resilience, and it time of rapid change, agility in the face of disruptive forces reshaping their markets. That is why, from
The two parties try to resolve it by themselves in an informal approach, through negotiations. However, then an agreement cannot be reached, both parties are entitled to request the assistance of a tertiary party. The third party is neutral to the two disputants and has the obligation of resolving the matter from an objective stand point and "their role is to facilitate a settlement without any control over the
Conflict Management Approaches ADN Human Behavior Conflict Management Approaches and Human Behavior Desired outcomes of disputants The primary source of intra-organizational conflict is represented by a perceived difference in the desired goals of different parties. Therefore, whenever managing an organizational conflict, the consideration of the outcomes desired by the parties is of the utmost importance. The article reveals several desires as pointed out in the literature, but emphasizes on Sheppard's research (1984) to
E. telling someone that you think he is still discontent), paraphrasing the emotion that the other expresses, and encouraging emotional perspective taking (with questions like "how would you feel about this in the future?" Or attempting to convey the emotion of the other party). In short, emphasis on emotion should be placed forefront in the mediation session and the underlying emotions should be uncovered and dealt with in order that
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