Conflict can be defined as the contest between people of diverse needs, ideas, values, goals, or beliefs. In a team, conflict is always inevitable. Conflict, if not properly handled may escalate to bring disastrous outcome. But if properly handled can lead to more positive outcome. Therefore, knowledge of how to handle conflicts is very important in achieving cohesiveness in a team. Most often many people do not go hunting conflict but rather it arises from miscommunications between people. It is important to note that not all conflicts can be resolved. In an organization, the conflicts should always be solved in bid to make the clients happy. Policies that place clients on the forefront shall help a company ascend higher levels. This calls for a deep understanding on how to manage conflict when they arise so as to avoid destructive escalations. Conflict management entails coming up with strategies that will increase the positive aspects of conflict while limiting the negative aspects.
The common cause of conflict in a team is lack of clarity in vision and common objectives. In order to avoid having conflicts, there is need to have a shared vision as well as common objectives for both individuals and teams.
There are five major modes that people use in addressing conflict. These are compromising, competing, accommodation, avoiding, and collaborating. These five modes are further categorized into two scales; cooperation and assertiveness. In a team, only modes that results into cooperation are encouraged. In any solution, the clients must have their desires taken into consideration. This is because they are a very integral part of stakeholders.
Alper. S,Tjosvold, D. & Law, K. S. (2000) Conflict management, efficacy, and performance in organizational teams. New York: Cambridge University Press.
The book is a documentation of research carried out with the funding from Council of Hong Kong, ‘‘RGC grant project’’. The information outlined compares outcomes from over sixty teams of self-management with approximately five hundred employees. These outcomes define the role played by efficient management teams in an organization in conflict management and are the basis on which the documentation was made. It concentrates a substantial knowledge that link conflict management to clients. The documentation effectively outlines how effects of conflicts can be negated to yield positive results. The client must be the winner at the end of the resolution.
Though it emphatically links conflict management to organizational structure, the source does not provide actual illustrations to verify the assertion.
The source is reliable in that substantial research work was carried out before publication.
Usefulness to the work
The information contained in this work of creative minds would come in handy in the definition of conflicts, discussions on the role played by organizational structures in conflict management and conflict management strategies. The book provides a guided approach to creation of management teams providing relevant information for related chapters.
Baron R. A. (1997). Positive effects of conflict: Insights from social cognition. In C. K. W. London: Sage
This documentation describes conflicts arising from organizational changes. It highlights how companies have sometimes lost clients in the process of change. With examples and illustrations, the authors outline the various organizational changes. The work depicts these changes as inevitable in nature. The clients must however be kept informed about the eminent changes long before they occur.
There exist no much detailed relationships between the changes and the conflicts they create depicted in the documentation.
As contrasted to earlier sources this documentation provides illustrations to most of the assertions made. It has high reliability in that the writers of the journal holds international reputation as psychological counselors and have a series of other written work and scholarly works in psychology
Usefulness to the writing
The documentation suggests means of encouraging constructive challenges while minimizing destructive once that would be useful in conflict management chapters
Behfar, K. J., Peterson, R. S., Mannis, E. A., & Trochim, W. K. (2008). The critical role of conflict resolution in teams. London: Sage publishers.
This particular work is a summary of intrapersonal conflicts and how they yield into interpersonal once. It is in consistency with other works eerier described (Baron R.A1997) .The first version of this journal was published in 2001 from the University of California, by Wiley and reviewed thereafter to include information from various sources. The journal provides for mediation, arbitration and negotiation as means of resolving conflicts.
The source suffers inadequate practical basis therefore being insufficient for a client based approach.
The journal provides a variety of information on various topics giving varied ideas.
Usefulness in the writing
The information of the journal would help advance discussions such as effects of conflicts, conflict resolution and the role of management of conflicts in productivity. It contains suggested approaches to conflicts in organizations.
Batcheldor, M. (2000). The Elusive Intangible Intelligence: Conflict Management and Emotional Intelligence in the Workplace.
Batcheldor is a lecturer and he studied emotional and intelligence and conflict resolution. He has over time been able to discuss methods through which consultants can analyze emotional intelligence in the most appropriate way thus his book ranks high as a resource to many. In his work he asserts that IQ is not the only important aspect while emotional intelligence is also. Additionally, he argues that a peaceful environment is important in an organization. Bachelor suggests that resources should be managed carefully and the workplace be made a community.
Coming from a lecturer of psychology the information is well researched and highly reliable.
Usefulness to the writing
The information would be vital in describing conflicts in various working conditions and analyzing probable solutions.
De Dreu, C. (1997). Using conflict in organizations. London: Sage Publications.
The article “Using conflict in organizations” was authored in 1997 by De Dreu in London and published by the Sage Publications Company. De Dreu’s article wonderfully provides a client based model developed to establish healthy working standards in organizations. His description of conflict management as one of the key pillars to healthy organization clearly matches the topic of discussion.
Source relation to paper requirements
“Using conflicts in organizations” covers two major areas which include the framework of the organization performance as well as the well being of the employees. De Dreu’s article comparatively illustrates the major factors of consideration in conflict resolutions. The author indicates that conflicts are potential opportunities for growth. Loopholes in the client’s relationships are normally highlighted form improvement.
The overall description offered by De Dreu proves without doubt that organization conflicts exist. Therefore De Dreu elaborates on the remedies of an existing conflict as communication, clear demarcations of responsibilities and respect between employees. Additionally, the outline of conflict management provided, allows an organizations to learn, implement and attain peaceful environment. Therefore his assertions are true and useful for all manner of organizational conflicts.
De Dreu’s article however fails to differentiate between specific procedures for managing conflicts in small and large organizations. The model fails to cite that conflicts necessitate pre-empting in order to establish appropriate measures.
Bush, R. (2004). The promise of mediation: The transformative approach to conflict. San Francisco, CA: Jossey-Bass.
The article entitled “the promise of mediation was written by Bush in the year 2004. The article was further printed and published by Jossey-Bass publishers’ company in San Francisco.
Client based approach
In his article, Bush illustrates a transformative approach to conflict management in organizations. The model development is intended to cause entire and lasting change in the entire organization.
Majorly, Bush offers a simple approach to conflict management through mediation and coaching models. Additionally, he asserts that the narrative, transformative and facilitative methods are essential for any organization. The elaboration Bush offers makes his work unique among other discourses.
In contrast to the expectation, this article fails the expectation in that there is little or no relationship existing between changes and the conflicts depicted.
Rahim, A., and Bonoma, T.. (2002). Managing organizational conflict: Psychological Reports, 44, 1323-1344. Rand, G
This article presents Rahim discourse on organizational conflict management. Rahim is a lecturer at Western Kentucky University studied emotional and intelligence and conflict resolution.
Rahim and Bonoma systematically, express various matters pertaining to conflict in the organization. In their article “Managing organizational conflict, they have expressed various strategies of limiting any form of negative aspects relating to conflicts. An important intention of the authors of this article is to embrace positive aspects of conflict. The aim of conflict management is group learning from outcomes (Rahim, 2002, p. 208).
Additionally, this article explains more about five different styles of solving conflicts in the organizations. Conflicts can extend up to the inter-organizational, interpersonal conflicts as well as intergroup conflicts.
Source relation to work presented
The article by Rahim can be considered an achievement in information provision as far conflict management is concerned. Other areas covered by the Rahim’s article include interpersonal conflicts as well as intergroup conflicts.
Turner, S. , & Weed, F. (1983). Conflict in organizations. Englewood Cliffs, NJ: Prentice–Hall. Weick, K. Weick, K. (1979).
Steve Turner and weed explains more about practical solutions to managers concerning conflict resolutions. In their article, Steve Turner and weed have handled topics regarding major causes of conflicts in organizations.
The writers uniquely assert that conflict may arise from inconsistent communication flow, romance in the workplace, inability to incomplete projects and favoritisms by managers to subordinates. They additionally commented that right communication development helps alleviate both personal and corporate conflict sat the workplace.
Steve Turner in his book, further provides a diagnosis and intervention model of handling conflicts in organization. The various causes of conflicts can result to hazardous effects like gossip, disruption of work flow and uncompleted projects.
Relation to other works
Contrasting with Rahim, Steve and Weed emphasized on solutions to internal organizational conflict. They include, improvement of work policies, altering personnel location, changing reward systems and providing impartial advanced communication.