Conflict Resolution Essay Example for Free

engagement Resolution riseMerriam-Webster (n.d) defines interlocking as, the opposition of persons or forces that gives rise to the dramatic action in a drama or fiction. Interpersonal departures, whether they be mingled with family members, students and teachers, employees and supervisors, or groups, accept true elements in common. Coser (1967) asserts that combat is a struggle over values and claims to scarce status, might, and resources, in which the aims of the opponents ar to neutralize, injure, or eliminate the rivals. (p. 8) Cosers recital grew out of the cold war, when contravention between the United States and the former U. S.S.R. dominated Western method to impinge. Conflict was determineed as a win-lose solution.According to Dana (2001) on that point are only triplet panaches to square up whatsoever counterpoint role contests, proficients contests, and interests reconciliation. Power contest is establish on Cosers (1967) win-lose situation. s eparately party views their point as right each wanting power over the early(a). Rights contest is an orderly system which has rules, regulations, policies, precedents and a hierarchy of authority which is used in order to win a reach this sit is a win-lose contract. The solution to struggle resolution is interest reconciliation.This salute enlists support from more than or less(prenominal) parties to find the vanquish solution. All parties win with interest reconciliation model as their solution. Conflict in the workplace is a condition between or among two or more workers whose jobs are independent, who feel angry, who perceive the other(s) as organism at fault, and act in a way that causes a business enigma. Conflict has third elements feelings (emotions), perceptions (thoughts) and actions (behaviors). Psychologists consider these collar the only dimensions of homosexual down. So, mesh is rooted in totally parts of the human nature (Dana, 2001, p. 5) some confus e competitiveness with indecision, disagreement, stress, or some other common experience that whitethorn cause or be caused by a conflict. However, those elements are non best handled by conflict resolution. The question many ask, is conflict normal?Conflict is a fact of any organizational life. On the job, conflict is a stubborn fact of organizational life (Kolb and Putnam, 1992, p. 311). Rather than seeing conflict as abnormal, Pondy (1992) suggests we view organizations as arenas for staging conflicts, and managers as two fight promoters who organize bouts and as referees who regulate them (p. 259). In addition, Pondy states that in the company, agency, or small business, conflict may be the actually essence of what the organization is well-nigh, and if conflict isnt happening then the organization has no reason for being (p. 259). One study surveyed workers and found that to the highest degree 85 percent reported conflicts at work (Volkema and Bergmann 1989).With an incre asing awareness of cultural diversity and sexual urge equity issuances, it is requisite that employees become familiar with issues surrounding promotions and harassment. In fact, one fundament see check overing in organizations as a form of preventive conflict management (Hathaway, 1995). The recognition of the frequency of conflict at work has led to books on mediating conflict in the workplace (Yarbrough and Wilmot 1995), showing how managers can instruct conflict management skills to intervene in disputes in their organization. As employees, daily work with clients, customers, co-workers, or bosses can be a struggle.Conflict is as Wilmot (1995) wrote, What determines the course of a relationship . . . is in a life-sized measure determined by how successfully the participants move through conflict episodes (p. 95). Conflict resolution has v styles, giving in, avoiding, fight it out, comprise, and work together style. No style is right or ill-use except some do work bett er than others. Accommodation, giving in to the others wishes or smoothing waves sacrifices ones own goals for the sake of the other person. Accommodators often use phrases like Whatever you want is fine with me. When one party in a conflict genuinely does not care about the termination of the conflict, accommodation may be the right choice for that situation. However, if accommodation is the only style a person utilizes, he or she is advised to learn more skills. Avoidance is characterized by behaviors that either ignore or refuse to engage in the conflict. eon avoidance is by some consider a negative style that shows low concern for both ones own and the other partys interests, there are sometimes strategic reasons to avoid conflict.For example, when the relationship is short-term and the issue is not important or when the situation has a potential to escalate to violence, avoidance may be the prudent choice. Fight it out, competition, or win/lose, style maximizes reaching ones own goals or getting the problem solved at the cost of the others goals or feelings. While always choosing competition has negative repercussions for relationships, businesses and cultures, it can occasionally be the right style to choose if the other party is firmly fixed in a combative style or there are limited resources. While competitive strategy is not necessarily dysfunctional, competition can easily slip into a destructive situation. Understanding the methods and strategies of others who use competitive styles can assist conflict managers in neutralizing the negative consequences of competition and work toward a mutual gain approach. Compromise is a give and take of resources.The classic compromise in negotiating is to split the difference between two positions. While there is no victor from compromise, each person also fails to achieve her or his original goal. Finally, working together to collaborate is when parties cooperatively team up until a mutually harmonical sol ution is found. Compromise and collaboration are win-win solution where as the other styles are win-lose. Why do pile avoid visioning with conflict? People name a natural instinct of awe and some let that fearfulness overpower them. The fear of harm causes community to fight-or- flying. Individuals leave behind choose the flight option when in a d wrathous part of a city that they prevail never been in before in order to avoid danger, it shows wisdom or strength to get out a of physically abusive relationship, commendable to stay out emotionally abusive relationships. In spite of this, in some cases hatful have the response to flight to a false perception of harm. People overstress in their minds the emotional harm that soul can cause harm.The akin is said for conflict in the workplace, mountain will avoid conflict for fear of being harmed by others. Some avoid conflict because of a fear of rejection from others. These individuals feel others will abstract their friend ship or push them away make more hurt. People have the perception if they do not risk of infection rejection they can suppress their ineluctably and feelings. Loss of relationship is the fear of rejection taken up a level they fear totally losing a relationship. Others avoid conflict to mask their true desires because preserving a relationship is more important than getting what they want. These individuals are trapped into believing their worth is dependant on another accepting them. People avoid conflict for fear of anger. These people do not like listening to someone who is angry. They believe another will hurt them, reject them, or leave them, and they just cannot stand to witness anger.However, anger is just anger and it is not necessarily directed toward them. Individuals do not want to be seen as selfish. In some situations people are not terror-struck of others fight downions, plainly rather their interpretation of the situation.They fear that they will attend selfish . However, is it wrong to have a emergency, feeling, or want and to express it? Society has sometimes had it seem that way. Although, there is nothing wrong with asking for what individuals want versus feeling they are entitled to always getting what they want. The justice is if one never asks, then they are depriving people around them from being able give to them usefully. Still, people who feel their wants should not be fulfilled, regardless of what others want, fall into the selfishness category. Sometimes people avoid conflict for fear of saying the wrong thing or something they will regret. Individuals will avoid conflict rather than risk putting their foot in their mouth they contain their anger and frustration which often leads to that which they fear. When people have conflicts in the past that have failed so they avoid future conflict for the fear of helplessness those alike and begin to believe the confrontation is not worth the emotional energy it takes to deal with others.The fear of failing can impact other aspects of ones life. The fear of hurting another is more than just saying the wrong thing. These individuals are extremely sensitive and caring. They would rather hurt themselves than risk hurting another. The fear of success is a fear that most over look. However, it is much like the fear of failure. Some people are afraid to get what they want they believe they will never get it. These people feel they do not deserve what they want, the consequences of getting of what they want is regret, or the responsibility is more than they need or desire. The fear of occasion is the most subconscious of the fears. People do not want to share their dreams, desires, and wants with others. They feel they are reclusive and do not want to be exposed. People do not want to appear weak. If resolution involves giving in, avoiding, or compromise they may feel they appear as though they do not have impudence. People do not want the stress of confrontatio n.They feel it is better to avoid conflict rather than deal with the stress it will cause them in the workplace between co-workers. Our society tends to punish alternative responses to conflict, rather than negotiation. People, who aggressively pursue their involve, competing rather than collaborating, are often satisfied by others who choose to accommodate. Managers and leaders are often rewardedfor their aggressive, controlling approaches to problems, rather than taking a more compassionate approach to issues that may seem less decisive to the public or their staffs. Conflict resolution requires profound endurance on the part of all parties It takes courage to honestly and clearly express ones needs, and it takes courage to sit down and listen to ones adversaries. It takes courage to look at ones own role in the dispute, and it takes courage to approach others with a sense of empathy, openness and obligingness for their perspective.collaborative approaches to conflict managem ent require individuals to engage in the moment of dialogue in thoughtful and substantive ways, so it is attendable if people tend to avoid such situations until the balance of wisdom tips in party favour of negotiation. People have certain perceptions in conflict when dealing with different situations.Culture shapes and frames each individuals interpretation of appropriate behaviors during conflicts. Conflict across cultures, whether across nations or across the diverse cultures indoors a country, exacerbates the salutary turn difficulties of conflict management (Fry and Bjorkqvist, 1997). There is no clear conclusion about whether men and women actually digest in different ways while conducting conflicts. However, gender stereotypes do affect conflict behaviors when individuals act and react based on stereotypes of how men and women will/should act rather than selecting behaviors appropriate for the individual one is communicating with (Borisoff and Victor, 1997). Parties r espond to conflicts on the basis of the knowledge they have about the issue at hand. This includes situation-specific knowledge and widely distributed knowledge.The understanding of the knowledge they have can influence the persons willingness to engage in efforts to manage the conflict, either reinforcing confidence to deal with the dilemma or undermining ones willingness to flexibly consider alternatives. The person sharing the message is considered to be the messenger. If the messenger is perceived to be a threat (powerful, scary, unknown, etc.) the message can influence others responses to the overall situation being experienced. For example, if a big scary-looking guy is yelling at people they may respond differently than if a diminutive, calm person would express the aforementioned(prenominal) message. Additionally, if the people knew the messenger previously, they powerfulness respond differently based upon that prior sense of the persons credibility.People are more incli ned to listen with respect to someone they view more credible than if the message comes from someone who lacks credibility and integrity. Some people have had noteworthy life experiences that continue to influence their perceptions of current situations. These experiences may have left them fearful, lacking trust, and averse(p) to take risks. On the other hand, previous experiences may have left them confident, willing to take chances and experience the unknown. Either way, one must grant the role of previous experiences as elements of their perceptual filter in the current dilemma.These factors, along with others, work together to form the perceptual filters through which people experience conflict. As a result, their reactions to the threat and dilemma posed by conflict should be anticipated to include varying understandings of the situation. This also means that they can anticipate that in many conflicts there will be significant misunderstanding of each others perceptions, ne eds and feelings. These challenges contribute to our emerging sense, during conflict, that the situation is overwhelming and unsolvable. As such, they become vituperative sources of potential understanding, acuteness and possibility. How do people respond to conflict? There are three responses to conflict emotional, cognitive and physical responses that are important windows into our experience during conflict, for they frequently tell people more about what is the true source of threat that is perceived by understanding the thoughts, feelings and behavior to conflict, a better insight into the best potential solution to the situation. Emotional (feelings) are the feelings we experience in conflict, ranging from anger and fear to desperation and confusion. Emotional responses are often misunderstood, as people tend to believe that others feel the same as they do. Thus, differing emotional responses are confusing and, at times, threatening.Cognitive (thinking) are our ideas and tho ughts about a conflict, often invest as inner voices or internal observers in the midst of a situation. Through sub-vocalization (self-talk), people understand these cognitive responses. Physical (behavior) can play an important role in our ability to meet our needs in the conflict. They include heightened stress, bodily tension, increased perspiration, tunnel vision, sh kick or accelerated breathing, nausea, and rapid heartbeat. These responses are similar to those we experience in high-anxiety situations, and they may be managed through stress management techniques. Establishing a calmer surround in which emotions can be managed is more likely if the physical response is addressed effectively. Dealing with someone unwilling to negotiate can be difficult for the person who is trying to resolve the conflict. However, the 8 pervert Model can be very beneficial, by focusing first on listening to the other person, and seeking to understand the sources of their resistance, the stage c an be set for clarifying the conditions he or she requires in order to talk things out.This is not about being right or wrong in the situation, but a practical strategy for getting the other person engaged as a furnish in the negotiation process. Another alternative is to focus on things we can do to influence conflicts in the future, rather than putting initial energy into understanding (or solving) problems we have had in the past. By remaining comparatively flexible about the agenda taking on topics individuals care about, but not necessarily the most pressing issues thus, creating an opportunity to reduce the fears associated with resistance. While the conflict may not be able to be truly resolved, some constitute issues that exist will be managed and will help to prevent the issues from getting worse. Power is an important and complex issue facing anyone seeking a negotiated solution to a conflict. in front negotiating clarify the true sources of power in the room The boss has position power, associated with the carrots and sticks that come with the role. She or he may also have coercive power, supported by contracts or statute that compels employees to behave in certain ways and do certain tasks associated with the job. Some may have a great deal of expertise power, accumulated from doing your job over a period of time.Either conflict participants may take normative power, through which they know the lay of the land in their department and, therefore, how to get things done. And either may possess referent power, through which others show respect for the manner in which the employee conducts themselves. Generally, referent power accrues to those who make a mature willingness to seek collaborative solutions. An impasse is the sense of being stuck. Impasse is the point within a dispute in which the parties are unable to perceive effective solutions. People feel stuck, frustrated, angry, and disillusioned. Therefore, they might either dig their heels in deeper, anchoring themselves in extreme and rigid positions, or they might decide to withdraw from negotiation. Either way, impasse represents a turning point in our efforts to negotiate a solution to the conflict. As such, rather than avoiding or dreading it, impasse should be viewed with calmness, patience, and respect. Multi-party disputes are complex situations, and they require careful attention and persistence.However, the same 8 Step Model can be applied to the disputes. In spite of using the same process expect everything to take a bit longer than if there where only two or three people. Patiently make sure that all points of view are heard, that issues are clarified for all to see, and that all members in the group accept the agreements being negotiated. If there are limits to the groups decision-making power, then it is important to acknowledge those limits and understand how they are perceived by all members of the group. There are many different ideas of the step fo r resolution, some claim five steps while others claim six-spot or seven for the conclude of this paper Weeks (1992) eight step resolution style is identified. Step one Create an Effective automated tellerCreating the right atmosphere in which the conflict resolution process will take place is very important, yet most overlook its importance. The atmosphere is the frame around the canvas which will be sundry(a) the negotiations and building of better relationships (Weeks, 1992). Step two Clarify PerceptionsPerceptions are lenses through which a person sees themselves, others, their relationships, and the situations they encounter. Perceptions have a great influence on behavior of people. Once people perceive something in certain way, even if the perception is wrong, in the mind it is that way, and often base behaviors on that perception (Weeks, 1992). Step three Focus on the Individual and divided up NeedsThis step builds on the previous step as needs as the conditions people perceive they cannot do without, those conditions critical to each persons wellbeing and relationships. However, step three focuses more on skills involved in the conflict partnership approach. There are several key points to keep in mind in this step. 1) Needs are the foundation of relationship and are an essential part of that foundation. 2) People sometimes confuse needs with desires. 3) Personal needs in relationships perceived byindividuals must allow for respect of the needs or the relationship (Weeks, 1992). Step four Build Shared PowerPower is a part of every relationship. However, the way people perceive and use power is seen frequently as a dirty word. Such as when people use power as means to control or to manipulate some else to get what they want. Although, power is and of itself not corrupt, it is the way in which people use their power and whether they allow such power to corrupt. Developing positive self power through a clear self-image means that we base our perce ptions of ourselves not on what others expect of us or want us to be but what we believe to be our own needs, capabilities, priorities and goals (Weeks, 1992, p. 152).Step five face up to the Future, Then Learn from the Past. All relationships and conflicts have a past, present and future. Resolving conflicts requires dealing with all three. The conflict partnership process encourages the use of positive power to focus on the present-future to learn from the past. The past experiences people face set the landscape for present and future decision making and how relate to others (Weeks, 1992). Step six Generate OptionsPeople have the ability to discover new possibilities in their relationships as well as conflict resolution. However, both are often impaired by the packaged truths and limited vision people hold onto in times of stress, insecurity, and conflict.Generating options breaks through the predetermined restrictions brought into the conflict resolution process. Generating op tions imparts choices which specific steps to resolve conflicts and enhanced relationship can be agreed upon (Weeks, 1992). Step seven Develop Doables the Stepping-stones to Action Doables are the necessary stepping-stones taken along the way to resolve conflict. Doables are explicit acts that stand a good possibility of success, meet some individual and shared out need, and depend on positive power, usually shared power to be carried out. Working on and accomplishing some doables can help the conflict partners see more clearly where they need to go. Many conflict partners have changed their preconceived definitions of both the conflict itself and the expected outcome due to the lessons learned and clarified perceptions through working with doables (Weeks, 1992) Step eight Make Mutual-BenefitAgreementsMutual-benefit agreements are the neighboring step on the pathway to conflict resolution. Conflict resolution agreements must be realistic and effective enough to survive and the p otential to develop further as challenges arise in the future. Mutual-benefit agreements replace the need or want for demands, see the others needs, shared goals, and establish a standard wherein power is identified as positive mutual action through which differences can be dealt with constructively (Weeks, 1992). ConclusionConflict is an undeniable aspect of everyday life whether it is with family, teachers, students, friends, or an organization. The best approach to resolving conflict is interest reconciliation. It joins both parties of the dispute to find the best solution. In so doing, all parties win. People respond to conflict in three ways emotional (feelings), cognitive (thinking), and physical (behavior). All are important to the conflict experience. They allow a better awareness to best furnish a solution to the situation. An important tactic to conflict resolution is to develop persuasion skills with the ability to clearly explain ones point of view and to argue for thei r conclusions and convictions. Weeks Eight-Step Process is a valuable tool in helping people to become more strategic about resolving conflict. ReferencesBorisoff, D., and D. A. Victor., (1997). Conflict management A communication skills approach, second ed. Boston Allyn and Bacon. Conflict, (n.d.). In Merriam-Websters online dictionary Retrieved from http//www.merriam-webster.com/dictionary/conflict Coser, L. A. 1967. Continuities in the study of social conflict. crude York Free Press. Dana, D. (2001). 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