Charles C. Whiting
Nova Southeastern University
March 29, 2009
In most organizations, they deal with conflict which can range from mild disagreements to outright hostility. Conflict can result from the lack of mission enrollment, poor communication, low morale, or personal disputes among management or staff. It is also inevitable among humans. Conflict is a natural disagreement resulting from individuals or groups that differ in attitudes, beliefs, values or needs. While many people see conflict as a sign of failure, managers can potentially use conflict as an asset. Understanding conflict dynamics and cultural approaches to conflict management help teams to distill key points vital to a successful and productive resolution of team conflict. Healthy conflict can also lead to growth and innovation, new ways of thinking and additional management options (Managing conflict, 2009).
Although organizations strive to hire talented and smart individuals, there is little guarantee that personalities will coalesce. Experience tells us that most organizations have departments, teams, and individuals that do not have positive working relationships, which inevitably results in counterproductive organizational conflict (Resolving conflict, 2007).
There are five steps to managing conflict which include, analyzing the conflict, determining management strategies, pre-negotiation, negotiation, and post negotiations (Managing conflict, 2009).
The first step in managing conflict is to analyze the nature and type of conflict. To do this, you'll find it helpful to ask questions. Answers may come from your own experience, your partners or local media coverage. A manager may want to actually interview some of the groups involved. The next step is to determine the strategy to use. Once you have a general understanding of the conflict, the groups involved will need to analyze and select the most appropriate strategy. In some cases it may be necessary to have a neutral facilitator to help move the groups toward consensus (Managing conflict, 2009). After this one can start pre- negotiation. If all parties involved agree with this then the negotiation can began. Once negotiation is complete, the group will need to implement the decisions made during post negotiations.
According to covey, the key to becoming truly principle-centered is by aligning your life with correct principles slowly but surely, from the inside out. The change should progress on four levels:
Level One: Personal - your relationship with yourself.
Level Two: Interpersonal - your relationships and interactions with others.
Level Three: Managerial - your responsibility to get your job done with others.
Level Four: Organizational - your need to organize people (to...