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Modern management practice emphasizes the need for effective conflict resolution practices and conflict management. The task for managers is therefore not just to resolve or suppress all conflict, but to manage it so as to reduce its harmful effects and benefit from its good effects. Problem-solving skills are a conflict resolution technique that helps to reduce conflict situations and find the best solution that satisfies the needs of everyone involved. Conflict management can be de-escalated through problem-solving, communication, negotiation, mediation, and finally infusion and implementation.
Conflict management can be defined as a process of conflict resolution and conflict avoidance. “Conflict management skills are important for managers and that managers are interested in learning more about organizational conflict and its management” (Rahim, 2001, p. 17). The sources of organizational conflict have a great influence on problem-solving skills and can be applied to conflict between individuals, and between individuals and project groups. “People may not enjoy or look forward to conflict, but they cannot avoid dealing with conflict” (Condliffe, 2008, p. 111). The all-channel network involves full discussion and participation which enhances performance in the workplace. This network appears to work best where a high level of interaction is required among all staff members in order to solve complex problems. Routine tasks requiring a low level of skill are disappearing fast. Used in conjunction with flexible organizational policies problem-solving skills help managers to have the potential to change employees’ perception and climate (Eunson, 2007, p. 87).
Listening and empathy influence attitudes and perception of the conflict by both parties Trying new styles a manager can create action-oriented and tailored approaches to suit specific organizational needs, namely conflict resolution. By agreeing at the outset on the objectives against which a proposed resolution would be assessed, the decision-making is far easier. Also, in changing environment, the use of technology requires new problem-solving skills and the ability to interpret data. In general, conflict management is a generic term embracing a wide range of intervention strategies into conflict resolution (Scott, 2002, p. 72).
Personally, I would follow a “win-win” approach in conflict management. The overriding driver is a ‘win-win’ solution, a win for both parties and for the conflict. Taking into account these issues, the ‘win-win’ approach is the best solution to meet the needs of parties involved helping to enhance personal performance in the selected area. In modern organizations, “win-win” is beneficial, because the ‘win-win’ approach begins with the identification of a problem that requires consideration of all employees of the organization (Withers and Lewis, 2003, p. 143). If the issue is pursued then it needs to be defined and a fuller understanding of the nature of the issue needs to be gained. Analysis based on a partial understanding of the problem is likely to be flawed. In order to create an effective problem-solving approach, I would make use of a number of approaches or intervention strategies to problem-solving (Senior, 2002, p. 123).
I suppose that the manager must use subordinates and be aware of their dynamics in order to achieve a high standard of work and improve organizational effectiveness. Conflict resolution is a part of the process of management which is concerned with the maintenance of human relationships and ensuring the physical well-being of employees so that they give the maximum contribution to efficient working. New approaches to conflict management and a high level of participation are the main factors that help employees to overcome conflict situations.
References
Condliffe, P. F. J. (2008). Understanding conflict. In Conflict management: A practical guide (3rd ed). Sydney: LexisNexis.
Eunson, B. (2007) Conflict management, Brisbane: John Wiley & Sons.
Rahim, M. A. (2001). Managing Conflict in Organizations. Contributors: Quorum Books. Westport, CT.
Senior, B. (2002). Organizational Behavior. Pearson Higher.
Scott, W. Richard. (2002). Organizations: Rational, Natural, and Open System Perspectives (5th Edition). Prentice Hall.
Withers, B., & Lewis, K. D. (2003). Say it, shout it, skip it. In The conflict and communication activity book: 30 high-impact training exercises for adult learners. New York: AMACOM
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