Conflict Management
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Conflict Management
Several components are required to ensure that an organization remains competitive in a fast-paced business that wants to move forward and remain viable. According to the Webster Dictionary intuition is defined as the power or faculty of attaining direct knowledge or cognition without evident rational thought and inference. I believe using these concepts is essential components to a successful strategy. Ensuring the right team members are “on the bus” and the players are committed to the goals of the organization will lead to the winning stratagem. Using these steps with the effective team members will propel an organization from “good to great” (Collins, 2001). Managing conflict, which will surely arise, is a key factor in ensuring the success of a company.
Causes of Conflict
Conflict is a part of life, whether personal or professional, and at the root cause are differences of opinions, feelings of power disparity, fear and miscommunication. Further, ego issues and personality differences contribute to workplace conflicts. Front-line employees are often at the forefront of conflict, either from consumers or among themselves. More experienced workers are seen to handle conflict more effectively (Pace, 2008). Training programs that focus on turning conflict into an advantage will propel companies to use the energy caused through conflict to their advantage. Multi-generational workforces are sources of conflict, as well. The different generational expectations, work ethics and problem-solving skills can produce conflicts that, with good training techniques and managerial diligence can be used a source of strength and motivation within an organization. Using the strengths of each employee can help with team building and help turn conflict into success.
Conflict Strategies
Great companies, according to Collins, hire the right people for the right positions and manage the system and not the employees (Collins, 2001). Conflict can be avoided, somewhat, by making certain that all employees have a clear sense of the mission, goals and values of the company. Training, from the first day forward, is essential to turning conflict from an energy drain to a source of innovation and integrity (Pace, 2008). Formal training is important, but informal enculturation is equally important. Helping staff see their role in the success of the company and how their contribution is imperative to the companys long- and short-range plans will help make certain that the language of the workplace is consistent among staff and the possibility for conflict is diminished.
Pace (2008) states “Training does not reduce the occurrence of conflict, but it clearly has an impact on how conflict is perceived and can mitigate the negative outcomes associated with conflict.” The following strategies can be used to build a training program