Conflict Results

4 Key excerpts on "Conflict Results"

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  eBook - PDF

  The SAGE Handbook of Conflict Resolution

  • Jacob Bercovitch, Victor Kremenyuk, I William Zartman, Jacob Bercovitch, Victor Kremenyuk, I William Zartman(Authors)
  • 2008(Publication Date)
  • SAGE Publications Ltd

    (Publisher)

  29 Assessing Outcomes: Conflict Management and the Durability of Peace S c o t t S i g m u n d G a r t n e r a n d M o l l y M . M e l i n Conflict management is as old as conflict itself. Yet, for years, scientific studies of conflict management lagged behind other areas of study in the field of international relations, such as conflict initiation, remaining mostly anecdotal. The conflict resolution process was shrouded in mystique since most actions were conducted behind closed doors and were highly confidential (Young 1967). Scholars were skeptical about the possibility of creating generalizations about conflict management and its outcomes (Meyer 1960; Simkin 1971). As a result, the activ-ities involved in managing conflict and the outcomes of these efforts have only recently become a focus of systematic scholarship (Young 1967; Bercovitch and Gartner 2006a). As the scientific study of conflict resolution gained acceptance, scholars began to collect information about the occurrence of manage-ment and its characteristics. Driven by an increase in the availability of management information and data, along with an increase in the practice of third-party conflict resolution, management efforts, especially mediation, have increasingly become a focus of system-atic analysis (see Bercovitch 1997; Regan and Stam 2000; Greig 2005; Beardsley et al. 2006; Bercovitch and Gartner 2006a). These recent studies have dramatically improved our understanding of the management process and its impact on conflict resolution. Conflict management typically results in one of two outcomes: an agreement or continued fighting. This chapter focuses on the management efforts that result in an agreement and examines the nature and duration of these settlements.

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  eBook - ePub

  Resolving Conflicts at Work

  Eight Strategies for Everyone on the Job

  • Kenneth Cloke, Joan Goldsmith(Authors)
  • 2011(Publication Date)
  • Jossey-Bass

    (Publisher)

  Thus, in one study of sixteen hundred employees, it was found that • Twenty-two percent of employees said they had actually decreased their work efforts as a result of conflict. • Over 50 percent reported that they lost work time because they worried about whether the instigator of the conflict would do it again. • Twelve percent reported that they changed jobs in order to get away from the instigator. Thus, while it takes time and money to resolve conflicts, it takes far more time and money not to resolve them. Indeed, the time and money spent on not resolving conflicts is clearly far in excess of the cost of implementing the most elaborate and expensive conflict resolution system imaginable. But there is a still greater cost of unresolved conflict. As organizations face increasing demands for change, conflicts accumulate along the fault lines that lie hidden in their cultures, structures, and systems. These conflicts point directly to what is not working in the organization, while resolutions often reveal new processes, principles, ideas, or relationships that are waiting to be born. In this way, conflict can be understood simply as the sound made by the cracks in an organizational system, as the first indication of the birth of a new paradigm, as a warning light that is signaling an imminent breakdown, or as a path to organizational improvement and evolution to a higher order of conflict

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  eBook - ePub

  Human Resource Management Essentials You Always Wanted To Know

  A Comprehensive Guide to HRM, Performance Management, Conflict Resolution, and HR Strategies

  • Vibrant Publishers, Jaquina Gilbert(Authors)
  • 2020(Publication Date)
  • Vibrant Publishers

    (Publisher)

  5 Conflict Management

  Conflict is an unavoidable happening in any organization and may be initiated by an individual or group. Chapter five focuses on highlighting conflict and the various approaches that could dissolve it.

  This chapter provides readers with competency to explain the following:

  ● Definition and examples of conflict ● Characteristics of conflict ● The effects of conflict and the need to avoid it ● Different classifications of conflict ● Conflict resolution approaches and strategies ● Factors engendering conflict within an organization

  An organization relies on the peaceful coexistence of human resources, management, and the employer to do well. When there is a conflict between these groups, it forces the effect of underperformance, which leads to a low yield. A conflict could also be initiated by or involve other stakeholders such as customers, clients, boards, or volunteers. Therefore, a conflict must be avoided like a plague in any business setting or organization for any planned target to be possible.

  Conflict is anything that attracts unrest in an organized system. It is often a reaction to unfavorable policies. In a managerial sense, conflict is simply a deliberate agitating measure taken towards a plan of action or action in a company. It is often notable among human resources but prevalent in other faculties of an organization as well.

  Definition and Difficulties of Conflict Management

  Conflict management is a reactive measure taken to weigh down the effects of conflict on a company’s general performance. The concept identifies the source of a problem, proffer, and implements a solution. Could conflict have a connection with compliance? Many human resource persons have at a time, wondered about the connection between conflict and regulatory compliance. The simple response is that as long as the laws of jurisdiction are against conflict, it applies to managerial, employee, and employer conflicts in organizations.

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  eBook - ePub

  Managerial Communication for Organizational Development

  • Reginald L. Bell, Jeanette S. Martin(Authors)
  • 2019(Publication Date)
  • Business Expert Press

    (Publisher)

  Arbitration is normally the last chance to find a solution to a problem without legal action. However, arbitration does not always prevent a matter from going to court. In general, an arbitration case is resolved in 8 months, while a court case may go on for 2 years. Employees generally fare better with arbitrators than with the courts in terms of settlements. Arbitration offers numerous advantages over litigation in court. With arbitration, the two sides have more control over the process than they do with litigation. Arbitration generally does not cost as much, is more flexible, gives the sides choices, provides a more level playing field for both sides, and allows each side some self-determination. The main difference between arbitration and litigation is who makes the decision. During litigation, trial attorneys decide where to file, and a judge is automatically assigned. During arbitration the sides decide on the number of arbitrators and their qualifications. Arbitrators follow the rules of the Federal Arbitration Act, and arbitration is more confidential than transactions in courts of law which tend to be public. While in court you can be held in contempt for failure to appear, that is not so in arbitration though you still must present your burden of proof just as in court. There is less paperwork involved with arbitration than with litigation.

  Steps to Successful Conflict Resolution

  Conflict resolution involves a number of steps, as illustrated in Table 5.2 .

  The process of observing, analyzing, and evaluating must be completed for each step shown in Table 5.2 . Following the steps will help you assure a win–win solution to the conflict. While resolving conflict requires a significant investment of time and energy, the resources are well spent when a satisfactory solution is reached.

  Summary

  Conflicts result when opposing options confront an individual. Conflict can occur on two levels: the psychological and the social. Psychological conflict occurs within the individual, and social conflict occurs between individuals or groups. Hysteria can occur when groupthink is unfettered, leading to an out-of-control organization and costly tort lawsuits against the organization. The two best methods to avoid groupthink are devil’s advocacy and dialectic inquiry. The three levels of MC required to resolve conflict are intrapersonal communication, interpersonal communication, and group communication.

  Successful management of conflict within a firm is dependent upon the skills of its leaders. Conflict is not always negative, since creative ideas can emerge from it. When management uses richer channels of communication, employees are more likely to understand what they need to do. Responses to conflict can include things about conflict which can include avoidance, distributive, or integrative styles of communication, and the use of these styles tends to be related to the degree of formality of the organization.

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