Managers need to be alert to the presence of conflicts. Their focus should be oriented towards the goals to be accomplished. If there is a conflict, they should aim to resolve it smoothly by not over-reacting to the situation.
They should take the help of persons who can best settle the issue, be ready to bargain and not issue orders. Their concentration should be on the problem and not on persons. True to the saying – Am I not destroying my enemies when I make friends of them?- President Abraham Lincoln
Conflicts in organisations are generally considered to be dysfunctional. On the contrary, many top executives of big companies view conflicts, as a means, to sufficiently analyse a problem and postpone decision making until all critical aspects of an issue are evaluated properly.
When many people must work together, conflict is inevitable, as it is human nature to clash and complain. Conflict is the personal divergence of interests between groups or individuals.
The need to share scarce resources, difference in goals between organisational units, difference in values, attitudes and perception, ambiguously defined work responsibilities are some of the major sources of conflict.
Functional conflicts support the goals of a group, improve its performance and are constructive in nature. Dysfunctional conflicts hinder the performance of a group and are destructive in nature.
It has not been precisely defined, as to what criterion demarcates functional from the dysfunctional. It is only the group’s performance and the delivered result or outcome that determines the nature of the conflict. Conflicts, irrespective of their type can bring these benefits to the firm:
So, what kind of strategy do you think best suits in resolving conflicts? Avoiding or smoothing conflicts may be a temporary measure, only to bounce back in full force. Forcing might create undesirable consequences.
The only option left is to confront the situation, face-to-face meeting of the conflicting parties for the purpose of identifying the problem and resolving it through an open discussion.
By making structural changes, conflicts can be managed. The objectives of a group are modified and then integrated to suit the purpose. Also changes in the structure of the organization, that is, clarification of authority-responsibility relationship, improving the working atmosphere, ambience and work locations help in resolving conflicts.
Lack of proper communication, ego clashes between the people in line and staff positions, a superior’s autocratic leadership style, differing educational backgrounds, lack of co-ordination between inter-departments are all rich sources of conflict.
These can be resolved with the right kind of attitudinal approach and an open mind from the management’s end.
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