Constant organizational changes inevitably lead to interpersonal and group conflicts within organizations. In order to mitigate the negative consequences of unresolved conflict, the conflict management process must be carefully managed. The intervention strategy employed to resolve the conflict depends upon the particular circumstances surrounding the particular case.
The conflict management process should begin with a careful diagnosis of the problem and measurement of the severity, extent and causes of the conflict. This should be followed by the implementation of the appropriate strategy which should involve some level of learning evidenced by new behaviours, and finally the process should be evaluated and the feedback examined to determine its effectiveness. Communication, management involvement, style and control, as well as the use of effective change management strategies, are essential elements of a successful conflict management process. Effective conflict management processes will shape and positively impact the culture of the organization.
If time pressure affects the conflict management process, it must be firmly controlled by the manager. Any previous failed attempts at conflict resolution by the manager should be corrected by engaging an external third party specialist to add objectivity and novelty to the situation. Change management strategies are necessary for lasting conflict management change and a transformational management style should be applied.
In cases where there is interpersonal and group conflict, the following recommendations should be considered:
• The Manager should take control of the process and carry out a comprehensive diagnosis of the conflict
• Use intervention by engaging a qualified Conflict Specialist for an initial 7 day period to facilitate communication, implement training and guide in behavioural change techniques
• The Manager should consider adopting a transformational leadership style and be prepared to lead the conflict management process as well as any change management
process
Inhaltsverzeichnis (Table of Contents)
- Executive Summary
- 1.0 Introduction
- 1.1 Background Information
- 1.2 Aims
- 1.3 Scope
- 2.0 Literature Analysis
- 2.1 Fighting Futility: Tools for Mediation Success by Bultena, Ramser and Tilker (2010)
- 2.2 What Corporations need to know about how to install an Integrated Conflict Management System by Cohen (2009)
- 2.3 Managing Intractable Identity Conflicts by Fiol, Pratt & O’Connor (2009)
- 3.0 The Conflict Management Process
- 3.1 Communication
- 3.1.1 Managing the communication aspect of conflict
- 3.2 Conflict among Groups
- 3.2.1 Management of Group Conflict
- 3.3 Interpersonal Conflicts
- 3.3.1 Management of Interpersonal Conflicts
- 4.0 Conclusion
- 5.0 Recommendations
- 5.1 Financial Analysis
- 5.2 Implementation Plan (Figure 1)
- References
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This report aims to explore the conflict management process and determine the most effective conflict resolution approach to satisfy all parties involved in a timely and efficient manner, given the time constraints.- The importance of communication in resolving conflict
- The role of change management in conflict resolution
- The application of transformational leadership in conflict management
- The effectiveness of engaging a conflict specialist for conflict resolution
- The need for a comprehensive diagnosis of conflict before intervention
Zusammenfassung der Kapitel (Chapter Summaries)
The report begins by introducing the case study of a new manager facing conflict between two teams. The manager also faces conflict with support departments and a lack of support from his boss. The report then delves into a literature analysis, reviewing three articles focusing on communication, time pressure, and group settings in conflict management. The main body of the report examines the conflict management process, highlighting the importance of communication, managing group conflict, and resolving interpersonal conflicts.
Chapter 3.1 delves into communication as a key aspect of conflict resolution, emphasizing effective communication techniques and the role of a conflict specialist. Chapter 3.2 discusses the management of conflict among groups, exploring strategies like group integration and negotiation. The chapter also highlights the importance of transformational leadership in resolving group conflict. Chapter 3.3 focuses on managing interpersonal conflicts, outlining the need for diagnosis, collaboration, and behavior modification.
The report concludes by stressing the importance of effective conflict management to achieve organizational objectives. The report recommends a comprehensive diagnosis, engaging a conflict specialist, adopting a transformational leadership style, and implementing change management strategies.
Schlüsselwörter (Keywords)
This report explores the conflict management process in organizations, focusing on communication, group conflict, interpersonal conflict, transformational leadership, change management, and the role of a conflict specialist. The report also discusses the importance of a comprehensive diagnosis in resolving conflict effectively.- Quote paper
- Richards Macdonald (Author), 2012, Conflict Management Process. The Case of the Poisoned Chalice , Munich, GRIN Verlag, https://www.grin.com/document/215741
