References
Conflict prevention and how to make conflict productive
Abstract
Conflict in the work place can take many forms and can have both positive and negative impacts on the team. It is imperative that a manager identifies the cause/type of conflict and puts in place the required measures to resolve any issues that may impact on the team's performance and lead to reduced job satisfaction.
This article discusses the potential causes of conflict that arise in the workplace such as competing for resources, differing styles, differing perception, conflicting goals, conflicting pressures, role overlap, differing personal values and unpredictable policies. Measures in order to mitigate any conflict are discussed along with techniques to resolve any conflict when it does occur. Such prevention measures focus on communication at the individual and team level and encourage input from all team members on how the team's goals are achieved.
The better able team members are to engage, speak, listen, hear, interpret, and respond constructively, the more likely their teams are to leverage conflict rather than be levelled by it’ (Runde and Flanagan, 2007: 116).
‘If we manage conflict constructively, we harness its energy for creativity and development’ (Kaye, 1994).
Conflict within the workplace if not resolved can lead to negativity, an unproductive workforce/team and potentially cause damage to a person's mental health (Gadd, 2012). This article will discuss what conflict is and how to manage it effectively within the workplace with particular emphasis on strategies to reduce the likelihood of conflict occurring and methods to resolve it in a positive way.
Conflict has been defined as ‘the interaction of interdependent people who perceive incompatibility and the possibility of interference from others as a result of this incompatibility’ (Folger et al, 2009: 4). Communication is central to conflict in that communication often creates conflict, reflects conflict and is the way in which it is productively or destructively managed (Wilmot et al, 2007; Brinkert, 2010). Supervisors and managers need to be aware of how conflict develops and how to resolve it when conflict does occur. If unhealthy conflict is allowed to arise, the resultant effects can lead to lasting damage within a team, having a negative impact on the workplace and business.
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