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Monday, November 22, 2010

CONFLICT MANAGEMENT

Conflicts always arise in organisations or projects. Some conflicts are inevitable and some are evitable. However, most but not all, conflicts can be resolved (or minimised) or avoided in a way that benefits the individual or groups or parties involved.
Conflicts (sometimes called disagreements or disputes) can take place and develop between individuals or between groups in an organisation or in a project. It also can happen either within or between organisations.

Do you know, conflicts may distract you, your team or group, your tasks or jobs, or even your organisation or project? We need an effective resolution to manage conflicts, and at the same time restore productivity. But conflicts, if left untackled may broaden, develop and spoil the work environment. It also may interfere with productivity and effectiveness of the organisation or project.

Now the question is: can we deal with conflicts in manners that create personal and mutually respectful relationships?
If the conflict occurs within an organisation or project, it can be minimised or eliminated or prevented through the following measures:






The next question is when the conflict level in a project (or in an organisation) is serious or critical, what techniques or methods can project managers use to reduce, minimise or eliminate it?

Solution
There are five most popular or famous techniques or methods (or options) in managing conflicts either in an organisation or a project, between organisations, or between employees.
  1. Collaborating;
  2. Compromising;
  3. Accommodating (is also known as Smoothing);
  4. Competing (is also known as Forcing); and
  5. Avoiding.





Collaborating



Collaborating is based on win-win approach or technique. Collaborating means tendency to recognise the causes of conflict, share the information, and look for a mutually positive result.


Compromising

In its ordinary meaning, compromise means settlement of a disagreement or conflict by which each party gives up something it has asked for and neither side gets all it has asked for. In other words, compromise means tendency to achieve settlement by forgoing some of one’s own interest. This means each party is prepared to win something at the same time as losing a little. This technique tries to ensure each party is able to maintain a bit of their initial position.

Accommodating


This technique is also known as smoothing, that is addressing conflict situation by minimising or curbing real or perceived differences. At the same time parties are trying to emphasise common interests. Parties in conflict will appeal for cooperation and make an effort to diminish anxiety and pressure by offering assistance and give chance.

This technique is useful in maintaining harmony and preventing disturbance of works or tasks. It is also used when you know you can’t win in a conflict. On the other hand you possibly will lose your credibility and authority (in the organisation or project).

Competing or Forcing

Competing or forcing is when an individual or group in conflict uses power to control another individual or group. That individual or group will demand another person or party agrees with his/her or their position. This technique or style of managing conflict is known as competing or forcing.

Nevertheless you will notice that this method or technique may raise conflict (new or existing conflict). Occasionally the losing party possibly will strike back. Excessive use of this technique may reduce the other party’s work motivation too.


 Avoidance
Avoidance in this sense means withdrawing, sidestepping or postponing (of works, actions, etc.). When you withdraw from conflict situations or even remain neutral. This method or technique is known as avoidance too.
Usually when the extent or level of conflict is not focal or major or when more important matters are urgent and you feel you don’t have the time, then you will apply this technique.

This technique is also effective when you require more information on pertinent matters to manage the conflict efficiently at that particular time.On the other hand the avoidance technique may lead to unconstructive results for the organisation or project. For example by avoiding the conflict, significant decisions may be made by default.






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