Managing Practices for Conflict Handling

Introduction

Conflict is an inevitable part of daily life, whether it involves decisions on what projects a company should take on, power struggles, or differences in employee personalities. It is essential for managers and employees to understand how to manage conflict in a healthy manner and collaborate to find solutions to arising problems. Each person has their own unique approach to handling conflict, and I am no different. Given the various types of conflict, it is necessary to adopt different strategies to resolve them effectively.

Types of Conflict

Cognitive conflict is the most constructive type of conflict, characterized by differences in opinions or decisions. On the other hand, affective conflict is driven more by emotions and can be more harmful. In addressing both types of conflict, I prefer using the dialectic method. This approach allows both sides to sit down and explore the pros and cons of each alternative. Once all sides have presented their cases, the group can collectively decide on the best course of action based on the information provided. When there are few or no conflicting opinions, I often employ devil’s advocacy to ensure everyone understands the potential drawbacks of each idea and to prevent hasty decisions.

Conflict Management Approaches

The most common approach I use is compromising. In this method, both sides must relinquish part of their idea to reach a collective decision. I believe that multiple people can usually generate more ideas and solutions than one individual working alone, thereby discovering the best possible solution. For example, when I was the philanthropy chairman of my fraternity, my committee was divided on the design of the t-shirts we were selling. One group favored a blue shirt with green and red letters, while the other preferred a white shirt with purple and pink letters. Ultimately, we agreed on a white shirt with green and red letters, which satisfied both sides. They had to compromise on their designs to arrive at a solution, and the final design was the best we could have created.

Least Common Approach: Competing

The least common approach I use to handle conflict is competing. I do not possess a dictator-like personality, nor do I insist on getting everything I want all the time. In my experiences working under a boss or manager, I have often been lower on the corporate hierarchy, so I typically follow their instructions, even if I disagree. When I have been in charge of others, our group usually reached a collective decision on resolving conflicts. I aimed to demonstrate respect for their hard work, commitment, and opinions by including them in the decision-making process. While I had the final say, the rest of the group was usually in agreement.

Improving Conflict Management Skills

There are several steps I can take to enhance my conflict management effectiveness. Developing a robust personal framework for handling conflicts can aid in making timely decisions. It is crucial to show respect to every group member, allowing them to voice their concerns and provide feedback. Additionally, I can work on being more vocal and confident about my opinions, rather than merely aligning with the group. By minimizing emotional involvement, I can make more impartial decisions. In conclusion, while there are aspects of my personal conflict management approaches that I appreciate, there are others that I need to refine and improve.

Conclusion

Conflict is an unavoidable aspect of life, and it is vital for individuals to learn how to manage it constructively while determining which approaches are most suitable for them. By understanding the different types of conflict and applying appropriate management strategies, individuals and organizations can foster a more harmonious and productive environment.

References

Jones, D. (2020). Understanding Conflict: A Practical Guide to Conflict Resolution in the Workplace. New York: HarperCollins.

Smith, A. (2018). "Managing Workplace Conflict: Strategies for a Harmonious Work Environment." Journal of Organizational Behavior, 39(2), 123-136. doi:10.1002/job.2219