Summary: 5 pages. 4 sources. MLA format.
Conflict management in the workplace is a hot topic in the business environment today.
This paper explores various techniques that can be utilized to manage conflict in the
workplace.
Conflict Management in the Workplace
Introduction
Conflict management in the workplace is an issue that every leader, manager, or employee
has to deal with at one time or another.
The basics of conflict management include improving communication, teamwork, and a
systematic approach to solving the disagreement. This paper explores various techniques
that can be utilized to manage conflict in the workplace.
Workplace Conflict Management
Conflict is defined by Hellriegel, Slocum and Woodman as the process in which one party
perceives that its interests are being opposed or negatively affected by another party (p.
362). Sometimes conflict that be a positive force within an organization, while at other
times it is a negative force.
An example of conflict as a positive force is that the creation and resolution of conflict
may lead the company to constructive problem solving. It may also lead people to search
for ways of changing how they do things. The conflict resolution process can ultimately be
a stimulus for positive change within an organization (Hellriegel, Slocum and Woodman,
p. 364).
However, conflict may also have serious negative effects on an organization. For example,
conflict may divert efforts from goal attainment or it may deplete resources (particularly
time and money) (Hellriegel, Slocum and Woodman, p. 364). Conflict also may negatively
affect the psychological well-being of employees and cause stress (Hellriegel, Slocum and
Woodman, p. 364). Indeed, conflicting workplace ideas may lead to anger, tension, and
anxiety. Deep and lasting conflicts that continue without conflict management may even
lead to violence between employees and others (Hellriegel, Slocum and Woodman, p.
365). Therefore, it would be fair to say that conflict may sometimes be advantageous and
at other times destructive.
Workplace managers must be sensitive to the consequences of conflict. These
consequences range from negative outcomes (such as loss of skilled employees, sabotage,
low quality of work, stress and even violence) to positive outcomes (such as creative
alternatives, increased motivation and commitment, high quality of work, and personal
satisfaction) (Hellriegel, Slocum and Woodman, p. 365).
Conflicts (whether they are negative or positive) will arise in organizations whenever
interests collide — and when these differences affect the relationship between
interdependent people, they must be constructively managed (Hellriegel, Slocum and
Woodman, p. 365). According to Hellriegel, Slocum and Woodman, some ways to manage
