Workplace conflict: An inevitable fact of life

Workplace Conflict

Top 5 Background Readings: 

Principles and Practices of Management and Organizational Behaviour by Chandrani Singh, Aditi Khatri

Emerging Systems for Managing Workplace Conflict: Lessons from American Corporations for Managers and Dispute Resolution Professionals by David B. Lipsky, Ronald L. Seeber, Richard Fincher

Leading the Unleadable: How to Manage Mavericks, Cynics, Divas, and Other Difficult People by Alan Willett

Management: Take Charge of Your Team: Communication, Leadership, Coaching and Conflict Resolution by Alan Anderson

Friend & Foe: When to Cooperate, When to Compete, and How to Succeed at Both by Adam Galinsky,  Maurice Schweitzer

Introduction

The statement “Workplace conflict: An inevitable fact of life” is very apt in reference to the globalisation of trade and commerce. In a workplace people from diversified cultures and communities come under the same roof. This difference is sometimes pulled into the working environment and the same spoils the organisational working atmosphere.

Moreover, there are some workplace conflicts that are inspired on the basis of personal clashes, professional competitiveness and even workplace romance.

Key Ideas

This paper is trying to find the key to resolve workplace conflicts and establish positive organisational working environment.  

The Argument

It is more important for the employees to concentrate over the organisational objectives, instead of creating discriminations on the basis of caste, race, origin and even gender.

Since these employees are educated, there is also the need to have enough resistances towards personal clashes, professional competitiveness and above all, the instances of workplace romance.

Critical Interpretation

According to Human Resources, OU (2011), the workplace conflict can be noted as,

“Conflict is a normal and natural part of any workplace. When it occurs, there is a tendency for morale to be lowered, an increase in absenteeism and decreased productivity.”

In any organisation, the employees are all recruited with the purpose of meeting organisational goals. Since every member of the organisation pass through proper scrutiny and interview, it is illogical to doubt or look down upon each other, especially on the basis of diversified entities. The core concern of all the employees should be over the perspective of offering developmental strategies to the organisation.

However, being human, the aspects of differentiations are still created within the organisational atmosphere.  The workplace conflicts that are inspired by personal conflicts among the employees, higher modes of professional competitiveness and conflicts led by office romance; must get considered under matured dealings and proper objective handling, by the individuals. This is possible by encouraging positive kinds of criticism and thereby promoting exclusive group cohesiveness within the organisation (Riaz and Junaid, 2012, pp. 53-61)

Workplace conflicts are obvious as people from different backgrounds come together. However, it is also   necessary to act more rationally and avoid conflicts of all kinds, so that the organisation can grow with positive working environment. This is also important in offering job satisfaction and peace of mind to the employees and the same supports in sustainability of employees in the same organisation on prolonged basis. Moreover, in a workplace without conflict the team building gets stronger foundation and the trust remains among the employees. This also helps in developing the sense of dedication and devotion in the employees towards the organisation; as a result, it assists in overall development of the organisation.

Points to Agree

Workplace conflicts are obvious to appear as -

1. it is very difficult to avoid personal disagreements and point of views in offering right kinds of jobs to the organisation (Maalo, 2010, p 15-23)

2. it is hard to separate professional grievances from personal and subjective feelings (ibid. p 33-40)

3. it is difficult for many people to tolerate and make adjustments with people from other lifestyles and cultures (Magala, 2005, p. 144-48)

Points to Disagree

Workplace conflicts can be avoided by positive attitude and  ideas like-

1. accepting levels of efficiencies of other employees rather than negatively criticising them

2. using absolute professionalism and not mixing it up with the private life (Labelle, 2009, p. 74).

3.  learning from conflicts and avoiding factors that lead to such instances. This can be attained by avoiding cynicism and conflict that radically hampers resources and profit margins of the organisation (Maravelas, 2005, pp.181-85).

Conclusion

For any employee or the employer, it is necessary to offer respect to all those people who are working for the organisation. Every employee must have enough level of communication transparency with the colleagues and the employer in particular (Dinkin, et.al. 2011, pp. 86-93). There should be an understanding about the importance of each member to the organisation.

Workplace conflicts are sure to occur, but the smartness lies in the way of handling it. It is a matter of offering absolute professionalism and diplomatic approach to conflicts that spoils working environment. Use of experiences and learning from conflicts help the individual grow in a positive way, and offer all the necessary support to the organisation in meeting the business oriented goals.      

Key Notes

In order to handle workplace conflicts, it is important to understand the factors that create such conflicts.

There should be enough room for creating transparency in communication among the employees and with the employers.

Sources
Dinkin, S., Filner, B. and Maxwell, L., The Exchange - International Conflict Management Academic Package: The Exchange: A Bold and Proven Approach to Resolving Workplace Conflict. Productivity Press. 2011
Human Resources, OU. What is workplace conflict? The Board of Regents of the University of Oklahoma. The University of Oklahoma. January 25, 2011 http://hr.ou.edu/employee_resources/conflictresolution/SourcesofConflict.asp [retrieved on 5th of August 2013]
Labelle, G., Calming the Waters at Work: How to Deal With Workplace Conflicts. Advantage Media Group. 2009
Maalo, E. The Causes of Workplace Conflict in Schools. VDM Verlag. 2010
Magala, S., Cross-Cultural Competence. Routledge. 2005
Maravelas, A., How to Reduce Workplace Conflict and Stress: How Leaders and Their Employees Can Protect Their Sanity and Productivity from Tension and Turf Wars. Kindle Edition. Career Press. 2005
Riaz, M. K. and Junaid, F. A., Workplace Conflict: An Analysis and Overview. Lap Lambert. Academic Publishing. 2012