19 November 2015
Re:Conflict and Negotiation
Thisis a response memo concerning what I read about conflict andnegotiation. Conflict refers to an argument or disagreement betweenpeople with differing perceptions, interests, and preferences. Thereare different reasons as to why conflict occurs in an organization,for example difference in interests, perception, personalities,culture, education, and expectation. In addition, shortage ofinformation can cause misunderstanding, competition due to shortageof resources, and many more. Conflict can have a negative or apositive impact on the organization. There are two levels of conflictnamely intrapersonal and intergroup conflict ( McShan & Glinow,2000). However, the intergroup conflict may have major damage to theorganization, as it will not be able to achieve its goal or optimizeits productivity. In addition, the negotiators may face challenges asthey may be discriminated by either party with the conflict or may bebiased themselves to one group.
Thereare five different ways for solving conflicts as described by ThomasKilmann namely through competition, accommodation, avoidance,collaboration and compromise. Effective Managers can implement morethan one style of solving conflicts depending on the situation theyare handling ( McShan & Glinow, 2000). This is because among allthe five conflict management styles there is no single one that ismore right, wrong or best to approach a conflict. All the styles aregood and useful when handling different situations. From the reading,I have learnt that during a conflict people can decide to respond inthree different ways namely passive, aggressive, or assertive.Aperson may choose a passive approach whereby they decide to besubmissive. This means they avoid having a conflict because ofvarious reasons. However, this allows the conflict to rise even morebecause the issue has not been addressed. People who use passiveapproach do not understand the needs of other. In addition, they donot understand the working environment well and are less motivatingto the employees of the organization. Secondly, a person may choosethe aggressive approach this helps to solve the conflict for ashort-term period. This is because they forced the people to acceptthe outcome, without considering the people’s or other party’sopinion. It can make the manager lose employees confidence and trustfor being bias, the employees whose opinion was not heard may feeldiscriminated and would be discouraged to try and solve problems inthe future incase another conflict arise. Lastly is a person maychoose to use assertive approach this helps to bring a long lastingsolution to the conflict. This is because all the parties involvedare allowed to dialogue openly with the desire to meet all theirneeds. This helps to create and maintain good relationship betweenthe people in the organization. However, it requires more time forthe parties involved to open up, but eventually it creates a goodworking environment, whereby people are more committed at work asthey feel part of the organization in the decision making process (McShan & Glinow, 2000).
Oneof the issues that has not been fully covered is how intrapersonalconflict will affect a person’s performance in the business andwhat can be done to resolve it. For example, the role conflict, thismeans that the person does not understand their expectation abouttheir job. The consequences of this conflict to the organization arethat a person lacks commitment to the organization. They feeldissatisfied with the job. They have tendency to leave theorganization, they are anxious and tensed with their job. Theinterventions for role conflict are managers should analyze theduties of a particular job and re design it.
Itis important from the readings that the managers try to solveconflicts in the organization to increase productivity and meetcompany’s goals.
McShane,S., & Glinow, M. (2000). Conflict and negotiation in the workplace. In Organizationalbehavior.Boston: Irwin/McGraw-Hill.