Managing Development Conflict Management
... Conflict is a pervasive phenomenon that permeates a multitude of organizational processes and outcomes. Conflict management skills are a major predictor of managerial success and are related to emotional intelligence. ... 1 Conflict Conflict can be defined as the internal discord that results from differences in ideas, values or feelings of two or more people. ... com) Conflict is based on the incompatibility of goals and arises from opposing behaviours. ... 2 Organisational Conflict Individuals and sections within organisations occasionally come into conflict in consequence of ambiguities in the rules governing, or through differences of interest or values. Wherever people must share work and / or resources and certain individuals are ranked higher than others, conflict is likely to occur. ... (See appendix I) The functional conflict might spur initiative, create energy or stimulate new ideas, but unfortunately the dysfunctional conflict can also cause misdirection of efforts against workmates instead of towards the achievement of the organisation¡¦s common goals. ... 129) Conflicts on the organizational level can occur as inter-organizational conflict, inter- or intra-group conflict, as well as inter- or intrapersonal conflict. (See appendix II) The conflict process According to Thomas the five stages of conflict have to be recognized in order to be able to solve a conflict: 1. Latent conflict Due to inherent differences in roles, goals, attitudes, perceptions etc. In this stage, conditions are ripe for conflict, although no conflict has actually occurred and none may ever occur. ... Perceived conflict Differences are voiced and apparent to all. ... Felt conflict It occurs when the conflict is emotionalized. ... Manifest conflict Action is taken. ... Conflict aftermath At this stage issues are resolved. ... 1 The conflict process Adapted from www. ... Analysis ¡§The strategy for resolving conflict must be related to the disease, not the symptom. Diagnosis, therefore, differentiating between symptoms and causes, is the key to the proper management of conflict¡¨ (Charles Handy ¡V Understanding Organizations) In order to understand the nature of conflict one must look at the causes. It is important to recognize the symptoms at first, as they are signs to indicate that there is a conflict. ... Symptoms of conflict A symptom is a sign or an indication of disorder or disease, especially when experienced by an individual as a change from normal function, sensation, or appearance. ... com) The symptoms of organizational conflict are: a) Poor communications laterally and vertically „³ Decisions are made with the wrong information b) Inter-group hostility and jealousy „³ Departments are only concerned about keeping their lines straight and about keeping information to themselves. ... e) Proliferation of rules and regulations, norms and myths „³ It becomes more and more difficult to act without riding roughshod over somebody¡¦s regulations f) Low morale of the type expressed in frustration at inefficiency „³ People don¡¦t think it is worth to put much effort in their work Symptoms arise as a direct result of the competition turning in to conflict. ... This can only be achieved if one knows the sources of conflict. ... Causes of conflict The precondition for a successful conflict management is to be aware of the sources, which cause a conflict. The causes of conflict have been categorized in many ways. ... 1 Charles Handy Divides causes of conflicts into two issues: a) Goals and ideologies When two or more groups interact with differing goals, sets of priorities or standards, there is likely to be conflict.