Conflict Management Communicative

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Definition and causes

Before starting this review is desirable to provide a definition of conflict, and of all types of conflicts that can arise, we will stop the interpersonal conflict that can occur in the economic organization, a company or any other organization.
Interpersonal conflict is the process whereby a person, group or department to another to get frustrated goal.
It is important that referral of such conflict since its early stage so that he could be stopped, and for this a good professional is some indication that he can use much tact. First, the behavior of a person in such a conflict is antagonistic, it has a negative attitude, considering the opposite unreasonable. Signs that attract attention to a conflict of communication at an early stage may be: nicknames that are awarded to members of an organization, sabotage of any kind, bullying (verbal and or physical). It is very important for a manager to know the staff in order to make a clear discernment between aggressiveness in language between two people who sympathize and two persons who can not work together
This interpersonal conflict may have several causes only that we will stop at only five of them.

Identification and dissociation of the group. Not all groups within an organization are compact, they can be formed in accordance with principles which are not always objective. Of course, groups in which relationships are not well connected there is always one “profiteering” that will identify with the group where there will be a success, and if the group fails in a project such person shall separate and always finding an excuse. From here you can easily just trigger a conflict because nobody likes to be scolded for the mistakes of another, nor to be stolen and well-deserved praise.

Interdependence. When a person, group or department has a decision-making power over another party may appear similar to interpersonal conflict simply because each party has the power to decide over the other.

State power and cultural differences. When decision-making power is unidirectional in the sense that only one party has power over the other, conflict can occur if the power is unjust and not make decisions. So we can say that A has a different power before the B and the latter will always be unhappy with this. Social status can be considered a problem only when it is inversely proportional to the power of people. If the same holder of power, is following up the social ladder than B and yet at the organizational level the company has a higher power, then conflict can arise. Finally it should be noted that there are numerous internal corporate culture, developing a specific policy of each organization, and usually it is better that these cultures do not intersect.

Ambiguity. An economic organization must have to function properly, a clear internal structure. As long as this is accomplished, manager of the company it is very difficult to judge or criticize a person responsible for success or failure. This unfairness in the decision may be an important factor in triggering a conflict to fit that nobody likes to be criticized for a fault which does not belong there as people who enjoy the fact that someone receives praise for his work. It is therefore important that every company to have an organization as clear and explicit in order to eliminate this risk factor in triggering conflict.

Insufficient resources. Lack of logistical, material from one enterprise is often a trigger for conflicts, or may also be a powerful enabler of such a conflict. Suppose a company in the marketing office and make a powerful new computer, it is clear that all employees of that department who know how to operate a PC will want access to that computer, and those who did not want such knowledge to learn. Surely a conflict arises when deciding who is and who has access to that computer.

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