Conflict Resolution Essay

Merriam-Webster (n.d) defines interlocking as, the opposition of persons or forces that gives rise up to the dramatic moion in a drama or apologue. Interpersonal meshings, whether they argon surrounded by family members, students and teachers, employees and supervisors, or groups, control authentic elements in common. Coser (1967) asserts that affair is a struggle over values and claims to scarce status, male monarch, and re comes, in which the aims of the opp unmatchcapable and only(a)nts atomic number 18 to neutralize, injure, or eliminate the rivals. (p. 8) Cosers definition grew out of the bleak war, when contest between the United States and the former U.S.S.R. dominated Western regularity to employment. Conflict was viewed as a win-lose solvent.According to Dana (2001) there atomic number 18 single tether dashs to resolve either conflict power contests, rights contests, and vexs reconciliation. forcefulness contest is based on Cosers (1967) win-lose situ ation. for each cardinal party views their point as right each asking power over the early(a). Rights contest is an wanderly system which has rules, regulations, policies, precedents and a hierarchy of delegacy which is used in order to win a gull this cast is a win-lose resultant. The termination to conflict fortitude is interest reconciliation.This approach enlists support from both parties to find the best solution. whole parties win with interest reconciliation model as their solution. Conflict in the departplace is a condition between or among two or much cypherers whose pe scaperees be independent, who feel angry, who discern the opposite(s) as beingness at fault, and act in a way that start outs a business problem. Conflict has three elements feelings (emotions), sciences (thoughts) and actions (behaviors). Psychologists consider these three the single dimensions of mankind feature. So, conflict is rooted in all parts of the human nature (Dana, 2001, p. 5) some(a) confuse conflict with indecision, disagreement, stress, or some other(a) common jazz that whitethorn cause or be caused by a conflict. However, those elements be non best handled by conflict resolution. The read/write head many ask, is conflict normal?Conflict is a fact of any organisational life. On the job, conflict is a stubborn fact of organizational life (Kolb and Putnam, 1992, p. 311). Rather than chanceing conflict as abnormal, Pondy (1992) suggests we view organizations as arenas for staging conflicts, and managers as both fight promoters who organize bouts and as referees who grade them (p. 259). In addition, Pondy states that in the company, agency, or small business, conflict whitethorn be the very essence of what the organization is round, and if conflict isnt happening consequently the organization has no reason for being (p. 259). One study surveyed civiliseers and plant that al about 85 percent reported conflicts at work (Volkema and Bergman n 1989).With an change magnitude awareness of cultural diversity and gender equity issues, it is necessity that employees beget familiar with issues surrounding promotions and harassment. In fact, one stomach see fosterage in organizations as a form of preventive conflict precaution (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), introduceing how managers tin learn conflict management skills to intervene in divergences in their organization. As employees, daily work with clients, customers, co-workers, or bosses whoremaster be a struggle.Conflict is as Wilmot (1995) wrote, What determines the mannikin of a relationship . . . is in a large measure resolute by how successfully the participants move through conflict episodes (p. 95). Conflict resolution has five flares, giving in, emptying, fight it out, comprise, and work together centre. No getive style is ri ght or upon however some do work divulge than others. Accommodation, giving in to the others wishes or smoothing waves sacrifices ones take goals for the sake of the other person. Accommodators a entire deal use phrases the kindred Whatever you ask is fine with me. When one party in a conflict genuinely does not care about the outcome of the conflict, appointment 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 convey in the conflict. While repealance is by some consider a veto 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 key or when the situation has a voltage to escalate to violence, avoidance may be the prudent choice. Fight it out, compet ition, or win/lose, style maximizes reaching ones own goals or getting the problem solve 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 competitive style or there are limited resources. While competitive system 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 in addition fails to achieve her or his master copy goal. Finally, workings together to collaborate is when parties cooperatively team up until a mutually agreeable solution is found. Compromise and collaboration are win-win solution where as the other styles are win-lose. Why do community avoid transaction with conflict? nation hire a natural soul of awe and some let that precaution overpower them. The fear of scathe causes mass to fight-or-flight. Individuals volition choose the flight option when in a d displeasureous part of a city that they stand never been in before in order to avoid danger, it shows wisdom or capacity to get out a of corporeally abusive relationship, commendable to dumbfound out emotionally abusive relationships. In spite of this, in some cases people cast the response to flight to a false perception of harm. batch overstress in their minds the emotional harm that mortal can cause harm.The analogous is said for conflict in the workplace, people will avoid conflict for fear of being harmed by others. Some avoid conflict because of a fear of reca ntion from others. These individuals feel others will withdraw their friendship or push them away causing more hurt. People have the perception if they do not risk rejection they can suppress their demand and feelings. Loss of relationship is the fear of rejection taken up a take they fear totally losing a relationship. Others avoid conflict to mask their avowedly desires because preserving a relationship is more important than getting what they fatality. These individuals are confine into believing their worth is dependant on another accepting them. People avoid conflict for fear of anger. These people do not ilk harkening to someone who is angry. They believe another will hurt them, reject them, or leave them, and they secure 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 afraid of others reactions, but sort of their interpretation of the situation.They fear that they will place selfish. However, is it terms to have a need, feeling, or want and to express it? connection 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 truth is if one never asks, then they are depriving people around them from being able give to them effectively. Still, people who feel their wants should not be fulfilled, regard slight of what others want, plunge into the selfishness category. Sometimes people avoid conflict for fear of saying the wrong thing or something they will regret. Individuals will avoid conflict preferably 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 failing those as well and begin to believe the confronta tion is not worth the emotional heftiness 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 preferably 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 intimacy is the most subconscious of the fears. People do not want to share their dreams, desires, and wants with others. They feel they are cloak-and-dagger 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 confidence. People do not want the stress of confrontation.They feel it is breach to avoid conflict rather than deal with the stress it will cause them in the workplace between co-workers. Our society tends to reward alternative responses to conflict, rather than talks. People, who aggressively pursue their need, competing rather than collaborating, are often satisfied by others who prefer to accommodate. Managers and leaders are often rewardedfor their aggressive, controlling approaches to problems, rather than victorious a more compassionate approach to issues that may seem less decisive to the public or their staffs. Conflict resolution requires profound resolution on the part of all parties It takes courage to honestly and make uply 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 gumption of empathy, nudity and ta ke note for their perspective.Collaborative approaches to conflict management require individuals to engage in the moment of dialogue in thoughtful and meaningful ways, so it is understandable if people tend to avoid much(prenominal) situations until the balance of wisdom tips in favor of negotiation. People have certain perceptions in conflict when dealing with disparate situations.Culture shapes and frames each individuals interpretation of allow for behaviors during conflicts. Conflict across cultures, whether across nations or across the diverse cultures in spite of appearance a country, exacerbates the routine difficulties of conflict management (Fry and Bjorkqvist, 1997). There is no clear conclusion about whether men and women actually comport 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 approp riate for the individual one is communicating with (Borisoff and Victor, 1997). Parties do to conflicts on the foothold of the knowledge they have about the issue at hand. This includes situation-specific knowledge and usual knowledge.The understanding of the knowledge they have can sour the persons willingness to engage in efforts to manage the conflict, either reinforcing confidence to deal with the quandary or undermining ones willingness to flexibly consider alternatives. The person sacramental manduction the message is considered to be the messenger. If the messenger is perceived to be a scourge (powerful, scary, unknown, etc.) the message can shape others responses to the overall situation being visualised. 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 same message. Additionally, if the people knew the messenger previously, they might respond differently based upon that prio r sense of the persons credibility.People are more inclined 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 significant life experiences that restrain to influence their perceptions of received situations. These experiences may have leftfield them fearful, lacking trust, and loath 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 agnize the role of previous experiences as elements of their perceptual filter in the current dilemma.These factors, on 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 government agency that they can anticipate that in many conflicts there will be significant misunderstanding of each others perceptions, needs and feelings. These challenges add to our emerging sense, during conflict, that the situation is overwhelming and unsolvable. As such, they become critical sources of potential understanding, insight and possibility. How do people respond to conflict? There are three responses to conflict emotional, cognitive and sensible 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 advance insight into the best potential solution to the situation. Emotional (feelings) are the feelings we experience in conflict, ranging from anger and fear to despair 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 tim es, threatening.Cognitive (thinking) are our ideas and thoughts about a conflict, often endow as inner voices or infixed 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 superpower to meet our needs in the conflict. They include heightened stress, bodily tension, increased perspiration, burrow vision, shallow 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 environment 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 shout Model can be very beneficial, by focusing graduation on listening to the other person, an d seeking to understand the sources of their resistance, the stage can 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 partner 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 relatively 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 key issues that represent 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. Before negotiat ing 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 insideng your job over a period of time.Either conflict participants may deliver normative power, through which they know the lay of the land in their surgical incision 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 demonstrate a mature willingness to seek collaborative solutions. An dead end is the sense of being stuck. stalemate is the point within a dispute in which the parties are uneffective to perceive effective solutions. People feel s tuck, frustrated, angry, and disillusioned. Therefore, they might either dig their heels in deeper, anchoring themselves in extreme and rigid positions, or they might purpose 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 footprint 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 admit those limits and understand how they are perceived by all members of the group. There are many different ideas of the step for resolution, some claim five step while others claim six or seven for the purpose of this penning Weeks (1992) eight step resolution style is identified. Step one puddle an Effective AtmosphereCreating 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 painted 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 public assistance 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) individualised needs in relationships perceived byindividuals must allow for respect of the needs or the relationship (Weeks, 1992). Step four Build dual-lane PowerPower is a part of every relationship. However, the way people perceive and use power is seen frequently as a seedy 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 t o corrupt. Developing positive self power through a clear self-image means that we base our perceptions 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 Look 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 turn back OptionsPeople have the ability to discover new possibilities in their relationships as well as conflict resolution. However, both are often impair by the packaged truths and limited vision people hold onto in times of stress, insecurity, and conflict.Generating options breaks thro ugh the predetermined restrictions brought into the conflict resolution process. Generating options 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 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 distinctly 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 next step on the pathway to conflict resolution. Confl ict resolution agreements must be graphic and effective enough to survive and the potential 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 unavoidable 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 persuasio n skills with the ability to clearly relieve ones point of view and to argue for their 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, 2nd ed. Boston Allyn and Bacon. Conflict, (n.d.). In Merriam-Websters online vocabulary Retrieved from http//www.merriam-webster.com/dictionary/conflict Coser, L. A. 1967. Continuities in the study of social conflict. sweet York exonerate Press. Dana, D. (2001). 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