Organizational Conflict and Conflict Resolution

Organizational Conflict and Conflict Resolution

The organizational employee has a significant task to complete, establishing their expectation. They face numerous challenges, resulting in conflicts that should not be ignored. Some workplace conflicts are caused by poor management, unfair treatment, poorly defined job roles, a lack of training opportunities, lax communication, a hostile work environment, discrimination, harassment, and pay and appraisal systems. Every employee has needs and expectations at work, and conflicts can arise when those expectations are not met. Extended disagreements can escalate into long-term antagonistic issues, affecting overall employee morale and customer satisfaction. Management teams must be aware of the sources of conflict and address them as soon as possible to reach a shared understanding and agreement. Some of these disagreements are discussed below:

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Wrong Communication Approaches- this is the primary source of problems in the workplace for many employees. This is usually the result of poor communication methods or a failure to communicate (Halevy et al. 2014). For example, when a worker’s responsibility is delegated to another without prior communication to those assigned to those roles, it may cause mistrust, lowering morale. This eventually leads to animosity between the two employees and the manager. Long-term problems with communication can lead to disputes and low productivity. Another source of employee conflict is unfair workplace competition. When competition is not managed correctly, it can lead to workers sabotaging one another, creating hostility in the workplace (Halevy et al. 2014). This also discourages teamwork and promotes individualism. However, when employees’ salaries are linked to work experience, it creates fierce competition. Variable work styles and values are other sources of conflict when not managed properly. Employees’ worth in the workplace varies according to various factors, including age, experience, and professionalism (Halevy et al., 2014). However, while it may appear to be a significant issue, the failure to accept differences is where the problems arise. When workers fail to recognise the distinction, coworkers may attempt to insult the other, escalating conflict. He requires that HR and other management to offer and implement the appropriate solutions.

These workplace conflicts can be avoided by involving appropriate stakeholders in problem-solving. Workers must make the organization their first home because they will spend a lot of time there. As a result, workers must treat one another as members of a more prominent family and collaborate to achieve their objectives. Conflict must be minimized to ensure that the team of workers delivers maximum productivity (Prause & Mujtaba 2015). Understanding the organization’s strategies is one of the critical approaches. This implies that workers should not leave small jobs unattended because they may become a significant source of conflict among the workers. While dealing with some issues, they must be addressed in an open forum that includes all relevant employees. This is because discussing matters without those involved may appear to be neglectful. To avoid confusion, transparency must be implemented at all levels, including senior management. Gossip in the workplace is considered unprofessional and should be avoided. To ensure proper coordination, people should be assigned tasks best suited to their profession (Prause & Mujtaba 2015). When adequate organizational communication is required, various departments must be coordinated. Contact must be precise and clear. Making a presentation in a calm environment is necessary when passing on important information. To present organizational goals, a well-defined strategic plan must be used.

Furthermore, employees must prioritize their job responsibilities over personal concerns and interests. To improve coherence, they must learn to trust their colleagues. This way, they can learn to take the appropriate steps whenever a problem arises, avoiding unnecessary fights and disagreements.

Personality differences are another concern in the workplace because employees come from various backgrounds and work experiences. These friends, however, have an impact on their characters and personalities. Conflict may arise in the workplace when they fail to recognize the differences in their personalities (Inzlicht, Bartholow, & Hirsh2015). For example, a worker may deal with problems as they arise. This could be accomplished by addressing their coworkers directly to their rightful thought. However, coworkers who do not have such personalities may be offended if they are addressed directly. The coworker may believe the coworker is rude. It is also true that each employee’s working capacity differs. Some people complete their tasks quickly after they are assigned; others may wait until the deadlines approach; and still, others will work on what interests them first (Inzlicht, Bartholow, & Hirsh2015). Personality differences account for these variations. Another aspect of personality is the fact that there are gender differences, ethnicity, socioeconomic status, religious background, and different political views in the workplace. They alter workers’ perceptions of situations.

I’ve encountered this type of problem in my limited job experience at a volunteer workplace, where colleagues’ perception is primarily determined by their personal experiences and beliefs, as this significantly impacts how they interact with others. Some of my coworkers, such as critics, were motivated by attitude differences. Arrogance and irritability. This hurt effective communication in the organization where I worked. Dealing with a negative person is difficult because they always look for flaws. It may be difficult for an optimist to deal with someone with a negative attitude. Individuals must be trained on the importance of teamwork and participation to solve this problem. This shapes their behaviours as they realise they must collaborate with each member to meet the organization’s goals and objectives. Another effective strategy for dealing with these personalities is to avoid them. According to research, people with passive-aggressive personalities actively avoid conflict because they are uncomfortable confronting aggressive reactions (Inzlicht, Bartholow, & Hirsh2015). The collaboration aims to meet the needs of all parties involved by cooperating effectively and completing the teamwork. These are critical steps to take when improving collaboration and developing solutions.

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References

Prause, D., & Mujtaba, B. G. (2015). Conflict management practices for diverse workplaces. Journal of Business Studies Quarterly, 6(3), 13.

Halevy, N., Cohen, T. R., Chou, E. Y., Katz, J. J., & Panter, A. T. (2014). Mental models at work: Cognitive causes and consequences of conflict in organizations. Personality and Social Psychology Bulletin, 40(1), 92-110.

Inzlicht, M., Bartholow, B. D., & Hirsh, J. B. (2015). Emotional foundations of cognitive control. Trends in cognitive sciences, 19(3), 126-132.

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Research to answer the following questions on conflict resolution.

What are the sources of conflict within an organization?

Organizational Conflict and Conflict Resolution

What types of conflicts may arise when groups or teams vie for resources?

Describe different models that address organizational conflict.

What are your recommendations for methods to address conflicts?