Addressing Conflicts in An Organization

LEARNING ACTIVITY 3: Addressing conflicts promptly and in a timely way without
compromising the standards of the organization
Learning activity: simulate a conflict resolution mechanism
ADDRESSING CONFLICTS IN THE WORKPLACE USING COMMUNICATION
Introduction
 A conflict is the physical or psychological struggle associated with the perception of

opposing or incompatible goals, desires, demands, wants or needs (Maclean,2005).
 Conflict is universal and typically arises with opposing interests, scarce resources or
interference, but it doesn’t necessarily mean the relationship between parties in conflict
is fundamentally broken. All relationships progress through times of conflict and
collaboration.
 How we manage these moments either reinforces or destroys the relationship. Rather
than viewing conflict from an entirely negative frame of reference, we should view it as
an opportunity for clarification, learning, growth and even reinforcement of the
relationship.
 In the workplace, conflict causes a massive degree of frustration, pain, discomfort,
sadness as well as anger. Organizations hire employees from diverse geographical
locations with different personalities and intellectual backgrounds as well as various
viewpoints. In a working environment where people have disparate outlooks toward the
same problems, disagreements are bound to happen and as such, conflicts are inevitable
at the workplace. And when they happen, the idea is not to try to prevent them but rather
to resolve and manage them in an effective manner.
 At the workplace, conflicts may occur in different ways, for example
o Between two colleagues
o Between an employee and a client
o Between teams of supervisors etc. irrespective of different types of conflicts.
 The root cause of conflicts in an organization is poor communication. Therefore,
conflicts can be solved / addressed amicably, promptly and without compromising the
standards of the organization.
Types of conflicts in an organization

The following types of communication are likely to happen in an organization:
 Interpersonal conflict – arises between two or more individuals. Interpersonal conflict is
probably the most common and widely recognized conflict in the workplace and it
occurs due to personal differences in their goals and values or beliefs.
Example: one manager may argue that the org should do only what is required by law.
The other may counter that the org should invest in equipment to reduce emissions even
though the organizations current level of emissions is below the legal limit.
Leaders may be involved in interpersonal conflict with a manager, an employee, a peer,
 Intrapersonal conflict – this is conflict within the individual and it occurs when you feel
conflicted about your own thoughts or actions. Intrapersonal conflict is always a
psychological battle for the person experiencing it. For example, you’ve always told
people they should help homeless people, when you see a homeless person on the street,
you become afraid and turn away. The disconnect between your words and action may
cause internal conflict. While intrapersonal conflict can be difficult, its resolution results
in a stronger understanding of oneself.
 Intergroup conflict – this type of conflict relates to conflicts that happen between
solidified groups of people e.g. between departments, groups etc.
 Intragroup conflict – a conflict that occurs within a group eg someone on the football
team punched another player on the same team.
 Inter-organizational conflict – is a conflict that occurs between organizations.
Addressing conflict in an organization

For day to day smooth running of organizations, the following steps need to be taken promptly
to address conflicts if any:
1. Embrace conflict- we should not avoid conflict or pretend that it has not happened. We
must deal with these uncomfortable issues as soon as possible to avoid bad feelings or
more problems. Colleagues should be encouraged to find a solution to their differences.
2. Talk together. Both sides should agree to talk formally with one another in a meeting
room or place without any interruptions with the aim of resolving the conflict and
enough time should be spared for this. The willingness to participate in a conflict
resolution process requires that both parties show a concern for rescuing the relationship.
3. After sitting down to talk to one another, listen to one another’s concerns. Much of
conflict in the workplace happens when two sides don’t understand each other’s
thinking. Sharing each other’s thoughts in a mature and controlled way will dispel some
of the misunderstanding that has led to the conflict. One side gets a certain amount of
time to state their case uninterrupted. The other gets the same. Then they take turns
responding to each other’s points.
4. Establish a common ground.
After discussing their differences, movement forward toward a resolution must involve
establishing points of agreement.eg if both parties agree that the success of their
operation is in their best interest, then start with such common goals then work your way
down to more specific points of agreement, both parties may begin to suggest solutions.
finding an agreement shows the willingness to establish common ground and build trust
elements again.
5. Discuss innovative solutions to the conflict with everyone in the room representing
their various interests within the organization and listening to one another’s concerns.
Cooperative collaboration can begin in identifying solutions to the problem.
6. Take turns in exchanging concessions- one party gives up a demand, then the other
reciprocates. At the end, reach an agreement. The agreement reached through such
collaborative process is productive and reconciling one.
7. In case a mediator is involved in conflict resolution, then he should provide guidance. -
give directions on the next step and suggest further actions after an agreement is reached.
8. Be quick to forgive- with resolutions, no grudges or tension should be kept.
9. If negotiations stall as both sides won’t budge on contentious demands, call a mediator to
conduct the negotiations.
Practical Assessment
Case study
You find yourself getting between two conflicting parties at your job; on one side is a trusted co-
worker, Dave and on the other side is the manager, Karin, whom you like very much. They
don’t see eye to eye on the way a major operation is set up and it has caused a rift that is starting
to draw other employees to take sides. Team Dave does not miss opportunities to take pot shots
(criticism of someone that may be unexpected and unfair) at anyone on team Karin for being
management lackeys or sycophant (someone who tries to please someone in order to gain a
personal advantage). Team Karin have been threatening to get team Dave members fired. Your
sympathies go to both sides, so you propose to mediate between them.
Discuss
1. How are you going to address this conflict in your organization?
In pairs, simulate a job interview session. Take turns to role-play the interviewee and
respond to the interviewer’s question.
Interviewer: In your CV, you have indicated that you possess conflict resolution skills. Tell
me how you would handle a conflict situation with a customer or coworker.
Interviewee:
2. There has been a conflict between two colleagues in your workplace. Demonstrate the
skills you will use to handle this situation.

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LEARNING ACTIVITY 3: Addressing conflicts promptly and in a timely way without

compromising the standards of the organization

Learning activity: simulate a conflict resolution mechanism

ADDRESSING CONFLICTS IN THE WORKPLACE USING COMMUNICATION

 A conflict is the physical or psychological struggle associated with the perception of

Types of conflicts in an organization

 Inter-organizational conflict – is a conflict that occurs between organizations.

Addressing conflict in an organization

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