Abstract MY EMPLOYER MY EMPLOYER, Inc. is a provider of human resources technology and outsourcing services to Fortune 1000 companies. Founded in 1996, MY EMPLOYER leverages its industry expertise and technology to transform its clients' Human Resources departments into knowledge-driven organizations. It exhibits many interesting aspects of conflict management, which we will examine below from several perspectives. After examining the company's conflict management approaches, this paper will provide a comparison and contrast of the conflict management preference of its author. Conflict Management Styles Paper Conflict occurs whenever disagreements exist in a social situation over issues of substance or whenever emotional antagonisms create frictions between individuals or groups (Schermerhorn Jr.
, J. R. , Hunt, J. G. , & Osborn, R. N.
p 127, 2002). The conflict management approaches used at MY EMPLOYER MY EMPLOYER, Inc. can take on many forms. Although the emphasis is on resolving conflict, the differences lie in their approach. MY EMPLOYER MY EMPLOYER, Inc.
has no single approach to conflict management. There are too many individual personalities within the organization to be able to establish just one method of managing conflict. It is inevitable that all employees might encounter conflict. As such, differences of opinion with planning, personal insight, priorities, and the completion of common goals can create friction. Some people view conflict as disagreement, inconsistent worldviews, feelings, or behaviors. Some people believe conflict is mutual, but ironically, it does not take two people to engage in a conflict.
Conflict exists when one persons feels in conflict with another; although, those feeling may not be mutual or even apparent to the other person. Lines can be drawn in a defensive manner if an individual believes they are being challenged in their beliefs and may try numerous behaviors in an attempt to gain a feeling of power, safety, or control. Emotions generally fuel conflict and can be brought on by particular interactions, participants, previous experiences, or unresolved trauma. Emotions may rule behavior and be a source of power in attempts to resolve conflict; moreover, a display of raw emotion may ignite a conflict.
In this type of circumstance, both MY EMPLOYER and this author believe that it may be best to refrain from particular interaction until a more appropriate time presents itself. The single most important component when attempting to resolve conflict is to ensure that person can walk away with dignity. Conflict at MY EMPLOYER is managed in different ways, depending on the situation and parties involved. Interpersonal problems, such as disagreements between team members, are dealt with through counseling sessions between the team members and supervisors or managers. When conflicts escalate to a point that disciplinary steps are required, an investigative team is developed to determine the cause and proper course of action. Both MY EMPLOYER and this author firmly believe that communication is the key.
All participants must find the root of the problem and attempt to provide solutions that will allow for the overall success of the goals at hand. To get at the root of conflict, both MY EMPLOYER and oneself have to assess the many complex interactions that make up a conflict and obtain a firm understanding of each participant's behavior. Some conflict assumptions are not always obvious to the participants involved and may be denied completely; therefore, assumptions can hinder one's ability to identify what lies behind a conflict or mask its probable resolutions. Tools that both MY EMPLOYER and this paper's author encourage in successful resolution may include, critical thinking, team learning, planning, objective negotiations, and common goals. These tools should be practical and readily accessible to accommodate and satisfy individual approaches in handling potential conflicts. An example of this author's management of conflict is the belief in recognizing that there is a problem or a conflict may arise because of circumstances of an issue.
The author is very quick to analyze a situation or individual to determine what course to take to attempt to obtain the maximum effectiveness. The end goal is the objective. How to determine the course of action can be adjusted according to situational awareness. However, one must keep also in mind that however obvious the logical resolution may appear to be, it is not always achieved or even possible. The conflict may simply be rooted in pure emotion and unresolved past trauma between the parties; consequently, affecting the success of the parties' future. Conflict can be liberating with the right approach.
Effective approaches can provide lasting resolution and trust that is inherent in all lasting relationship. It can build productive teams and attainable goals. Some people may respond to conflict in a defensive manner it will soon become apparent, given the individuals motivation to see the effects of this type of approach, lasting relationships can not support this type of behavior if they are to be successful. Accepting conflict as a reality can enable positive progress and unlimited growth. Taking time to plan and accommodate conflict will minimize it because one is facing the issues as they arise and not ignoring a hill that could easily become a mountain. One must be able to untangle emotions and facts while allowing room for each individual to express themselves in a depersonalized manner.
This author's suggests that should you find yourself in a confrontational situation remember that resolution is the common goal and if conflict is not managed, it will manage the you. In conclusion, conflict arises because there are differences in need, opinions, and values. Conflicts are usually generated by miscommunication. Without conflict, there is a good chance that a group or team may lose its effectiveness.
All members will be unable to understand the position of other members. A group that is able to solve a conflict indicates that the members acknowledge differences and able to 'work-on-it' in order to achieve the common goal. Conflict outcome does proven to be functional when it is managed properly. However, conflict management requires a careful consideration.
In the occasion of conflict, the ideal solution should satisfy all parties, as in the 'win-win' approach. References Schermerhorn Jr. , J. R. , Hunt, J.
G. , & Osborn, R. N. (2002).
Organizational Behavior (Custom 7 th ed. , University of Phoenix). John Wiley & Sons.