Literature review
Discuss about the Conflict and Negotiation Management.
Currently, most organizations experience a conflict that arises from different causes. However, the most common and amicable technique applied by managers to handle conflicts is the negotiation (Alper, et al. 2000, p. 625-642). In this report, I have given an in-depth discussion on the subject of conflict and negotiation. The discussion is built from the literature review, followed by the description of diagnostic tools that are contrasted by the theories and assertions from the literature review. Then finally, I have identified the areas that I need improvements based on the diagnostic tools as well as the literature review. Similarly, I developed a realistic plan of activities intended to up my knowledge and skills in conflicts regarding conflicts and negotiation for next 6months.
Definition of terms
The turbulent business environment has necessitated organizations not to give a chance to non-constructive activities from deviating them from the pursuance of business interests (Awan, et al. 2015, p. 115-126). Conflict is described as the disagreements between people or groups (Alper, et al. 2000, p. 625-642). Also, conflict can be a situation whereby a party perceives that its interests are opposed to the other within a group, different group, the same organization or different organization (Anderson & Sleap, 2004). Simply, it is the state of the disagreement caused by the feelings that one’s interests are suppressed by the other. However, conflicts may be functional or dysfunctional to the organization (Alper, et al. 2000, p. 635-642).
The causes of conflicts have a correlation with the effects of the conflicts on the organization performance. Perhaps, some scholars associate unconstructive conflicts to fragile conflicts management approaches that fail to suppress growing unrest from the employees (Awan, et al. 2015, p. 115-126). Although there is some evidence that sometimes conflicts positively contributes to the performance of the organization, but the reality is that the positive performance can only be realized if the management applies professional and conceptual skills to handle conflict (Bacal, 2004, p. 21-22). To resolve these differences among the groups, negotiation is employed. Negotiation, therefore, refers to the dialogue between the affected parties to craft an outcome that suits every aggrieved party (David & Ariel, 2008, p. 143-190). For the process to be successful, fairness should be applied to reach a solution that mutually benefits all parties. It thus calls for individuals to relax their strong stands over the matter (Folger, et al. 2005). Therefore, the negotiation process goes through; preparation, discussion, clarification of goals, negotiation, agreement and finally implementation of agreed resolutions.
Definition of terms
Theories and models of conflicts and negotiation
For the conflicts to be durably solved, various models are applied. In this review, I found the following models essential for enhancing success during the negotiation process. Firstly, there is the application of a cooperative model. It involves the consideration of the benefits that can be derived from the cooperation (Mahony & Klaas, 2008, p. 251-271). Most importantly, an insight into the metrics like the nature of the conflicts, and the aims each party wants to achieve. While resolving the conflicts, the adoption of cooperation strategy will enhance trust and further creates to a mutually beneficial decision (Suppiah & Rose, 2006). However, the use of competitive strategy results to a win –lose situation that I bet is not palatable for the loser. It delimits the degree of the compliance by the loser and can be considered destructive (Folger, et al. 2005).
Secondly, Roger Fisher and William Ury have explained the use of Principled Negotiation in the negotiation. They advocates for the utilization of four principles to enhance an effective conflict resolution process. The negotiator has to first and foremost separate people from their problem followed by focusing on the interests of the groups (Whetten & Cameron, 2012). Thirdly, the negotiator has to generate different options before settling on the agreement. Finally, the negotiator must stress the relevance of basing on the objective criteria while settling on the agreement (Suppiah & Rose, 2006). Thirdly, John Burton has advocated the use of Human needs Model. In the model, he states that conflicts are inevitable in the society where an individual or a group is deprived of its fundamental needs. Fixing such a situation demands the identification of the essential needs and be accommodated in the solution (Tillett & French, 2006).
These models are however not conclusive techniques that all forms of conflicts should be followed while addressing them. There are other theories based on conflict transformation and conflict transmutation that equally gives their view regarding effective ways of handling conflicts in the organization and the group level. Notably, the current management practices require managers with tacit knowledge about the causes of conflicts and possible consequences of the disagreements to the organizational performance (Singleton, et al. 2011, p. 149-163). For instance, elements like differing values, opposing interests, personality conflicts, poor communication, personal problems, and others need to be identified, and staffs are coached how to avoid or manage such situations. Laying down conflict management procedures in the organization can at least caution the affected group to embrace a useful strategy in seeking a situation rather than paralyzing the entire activities in the organization to be felt (Bacal, 2004, p. 21-22).
Theories and models of conflicts and negotiation
The applicable diagnostic tools
Belbin Team roles inventory
Belbin proposed five steps that can be utilized to deal with conflict when it erupts in a team (Fisher, et al. 2001). He did not assure that the techniques can consequently solve the conflict but can significantly assist to bring order. A succinct understanding of team role can assist reduce the protagonists that may seem endless in the organization. Team dynamism is a subject of interest for leaders since it helps them to clearly define members’ roles and employ all possible methods that can enhance achievement of the team objective (David & Ariel, 2008, p. 143-190). Belbin emphasized the use of mediation to resolve conflicts. Some of the stages he suggested include identifying the conflicts, brainstorm, letting the party take responsibility, selection of best solution and signing off for monitoring. Indeed, this process is similar to the five stages discussed in the literature review.
Johari Window
The tool aids individuals to understand the relationship that should exist between themselves and others. The window has four panes where each part suggests various distinctive ways individuals should use while handling others or communicating with others. The arena area contains public behavior (Scott & Gerardi, 2011, p. 70-80). Simply, they are things that an individual knows as well as the ones that the group knows. The blind arena contains the information and individual may not know about himself, but the group knows. The hidden arena contains confidential information an individual may know but not available in the group. Lastly, the unknown pane has things that are neither known to the group or an individual.
- Thomas Khilman Conflict Questionnaire (TKI)
It gives adequate information on ways individuals should take in handling different situations in group dynamics. Thomas Khilman focuses on the main two ways of handling conflict, and that is cooperatives and assertiveness. In the measuring of individuals’ response to a conflict situation, five basic ways are proposed. They include competing, accommodating, compromising, collaborating and competing (Shaw, 2004).
The blatant fact is that conflict is resolved through negotiation if the aggrieved parties are willing to relax the firm stands over their interests and listen to the other parties (David & Ronald, 2006, p. 359-390). The strength is both the tools and theories applied in addressing conflicts situation involves the consideration of demands of all parties and leading them to select one option that mutually benefits others (Whetten & Cameron, 2012). It is clear that as a manager, I can be better because of my ability to identify the cause, listening to the claim, involving the parties in selecting one course of action and further my knowledge in monitoring the compliance with the agreement (Jehn & Mannix, 2001). On the contrary, these tools have partially given succinct techniques of handling persistent conflicts where no party is willing to entertain negotiation. While applying the tools, I may lack adequate information regarding handling conflicts in different groups and levels. However, I only have general knowledge in dealing with conflict.
Applicable diagnostic tools
The areas I need to improve based on the literature review
This topic is fundamental in assisting me to identify some weaknesses I possessed in handling conflicts. First, I have to improve my listening skills and accommodate the interests of each party before consciously agreeing on one solution. Also, I have realized that my use of collaboration in all situations does not entirely apply everywhere. Conflict is solved in whichever way provided a lasting solution is found.
Personal development plan
Name
Date
Personal analysis
Strengths
I have a firm mastery of the types of conflict and the possible causes. This understanding has significantly helped me handle conflicts among groups before negatively impacting the group morale. Secondly, I possess effective communication skills and talks with some vehement that makes most of the people to listen to me. The ability to effectively articulate ideas and exact tackling of issues reduces the chances of resistance in the conflicting parties. Besides, I have the ability to apply collaboration, accommodative and compromising. Also, I have the potential to discern group dynamism and understand impacts of groups worrying interests.
Weakness
As usual, nobody is perfect. I am easily swayed by the loud party. Also, I haven’t been applying competing and conflicting approaches to solving conflicts. Sometimes, I am unconscious about the need of establishing the culture that advocates peaceful coexistence among the people as well as groups.
Goals setting
- Attend conflict and negotiation classes to enhance my negotiating strength
- Reading journals about organization conflicts and negotiation to up my understanding of group dynamic.
- Learn appropriate measures to create a positive climate during conflicts negotiation.
- Staying strong to avoid being swayed by one side
Personal and interpersonal skills
I am assertive in addressing issues as well as a good listener of the opinions and ideas from the other parties.
Personal objectives
- To build strong groups through creating an environment where the opinion of every one matters.
- Establishing effective communication channels in the organization to prevent possibility of conflicts.
- Unifying people and all departments to work towards common goals.
- Creating distinctive culture that doesn’t perceive conflict as the option to handle compromising situations.
- Remaining positive and optimistic in every situation.
- Conclusion
To sum up, the eruption of conflict in the organization does not always have adverse effects on the organization. However, the majority of the conflicts experienced in the current turbulent business environment are based on controversial parties that aim to satisfy personal interests. Managers, therefore, need to familiarize will possible causes and employ appropriate measures discussed in the report to solve the conflict. Most importantly, negotiation is the best general approach that constitutes other forms that perfectly fosters order and conversion to a universal agreement among the conflicting parties. It can be through an intense focus on the entire topic of conflict and negotiation that managers can stay updated about various ways of managing people in the organization.
References
Alper, S., Tjosvold, D., & Law, K. (2000). Conflict management, efficacy and performance in an organizational teams: Personnel Psychology, 53, 625-642.
Anderson, N., & Sleap, S. (2004). An evaluation of gender differences on the Belbin Team Role Self-Perception Inventor: Journal of Occupational and Organizational Psychology. 77, 429-437.
Awan, A.G., Qurratul, A., and Shaukat, M. (2015) Role of Family conflict on organizational commitment and effectiveness: Arabian Journal of Business and Management Review, Vol.3 No.1 pp 115-126.
Bacal, R. (2004). Organizational conflict: The good, the bad and the ugly. The Journal of Quality and Participation, 27(2), 21-22.
David, B. & Ariel C., (2008) “Toward a Strategic Theory of Workplace Conflict Management,” Ohio St. J. Disp. Resolution, 24(1), 143-190.
David, B & Ronald L. S. (2006) “Managing Organizational Conflicts,” in the Sage Handbook of Conflict Communication: Integrating Theory. Research, and Practice: Sage Publications, 359-390.
Fisher, S. G., Hunter, T. A., & Macrosson, W. D. K. (2001). A validation study of Belbin’s team roles: European Journal of Work and Organizational Psychology. 10(2), 121-144.
Folger, J., Poole, S. M. & Stutman, R. (2005). Working through conflict: Boston, MA: Pearson.
Jehn, K.A. & Mannix, E. (2001). The Dynamic Nature of Conflict: A Longitudinal Study of Intra-group Conflict and Performance. Academy of Management Journal, 44, 238-251.
Mahony, D. M. & Klaas, B. S. (2008). Comparative Dispute Resolution in the Workplace, Journal of Labor Resources, (29), 251–271.
Shaw, C. (2004). Cooperation, conflict, and consensus in the organization of American States. New York: Palgrave Macmillan.
Singleton, R., Toombs, L. A., Taneja, S., Larkin, C., & Pryor, M. G. (2011). Workplace Conflict: A strategic leadership imperative, International Journal of Business and Public Administration, 8(1); 149-163.
Scott, C., & Gerardi, D. (2011). A strategic approach for managing conflict in hospitals: Responding to The Joint Commission leadership standard, Part 2. Joint Commission Journal on Quality and Patient Safety, 37(2), 70-80.
Suppiah, W. & Rose, R. (2006). A competence-based view to conflict management: American Journal of Applied Sciences 3(7), 1905-1909.
Tillett, G. & French, B. (2006). Resolving Conflict: Melbourne, Australia: Oxford University Press.
Whetten, D. A. & Cameron, K. (2012). Managing Power and Conflict in the workplace: Introduction to International Organizational Behavior Online from: https://www.introtoob.com/textbook/intotoob/chapter7
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