Topic: Conflict Resolution
留学生paper代笔 For example, a company incentive program where employees are encouraged to compete against one another, in order to achieve……
Every day, we see conflicts arise due to one or more reasons. It is an inevitable process that occurs because one or more parties feel that their interests are being ignored or they are not receiving what they deserve. Conflicts in organizations is even more common these days due to increasing competition among peers. While there is no doubt that competition can be healthy when the person is focused on the job, however, sometimes circumstances can lead to conflict that is difficult to be resolved.
While conflict is a concept that occurs sometimes and then dissipates after it is resolved, competition is a continuous process that continues with the job. There are times when the competitors do not know each other personally, it is only because they are focused on the job, and want to deliver the best results that they compete. And nothing personal is involved. On the other hand, conflict almost always occurs because one or more personal belief or value is being compromised which the party is uncomfortable with.
There are many times when competition is healthy. 留学生paper代笔
For example, a company incentive program where employees are encouraged to compete against one another, in order to achieve results is considered to be healthy competition. They are given the same task. With the objective of achieving the highest objective. Whoever performs best, receives a reward which can be in the form of compensation or appreciation, along with a set reward for accomplishing the goal.
Not only does this sort of competition keeps the employees focused on the task at hand, but also help them remain motivated. This is one of the most effective methods to ensure optimal performance. Employees egg each other on, support one another. While setting benchmarks for themselves. In such situations competition among employees is considered to be healthy.
On the other hand, consider the same situation, but the candidate who worked the hardest and deserved to be appreciated for his or her hard work did not receive the recognition and instead. Another employee who is the favorite of the supervisor received it instead, the chances of this decision resulting in a conflict are very high. The employee who achieved the maximum results would get demotivated and would fight that the decision was unfair, which will lead to further conflict arising between the supervisor and the employee.
Another such situation can be when the employee is at fault. But he or she is too adamant to admit that they are, and they see the picture from a limited frame, whereas the supervisor is unhappy with their performance and the manner in which they are handling the situation, the conflict is then bound to lead to further problems. If then, the employee doesn’t change his or her attitude then. They are likely to either have their tenure terminated or get suspended from work. 留学生paper代笔
In order to resolve conflict, first and foremost the supervisor needs to consider the root cause of the problem.
If I am the supervisor of a team in which conflict has arisen. Because the team members disagreed with the approach that should be taken to resolve a problem or complete a task, then the best course of action is to sort it out. There are multiple approaches to sorting out and resolving conflicts; one such approach is clear cut communication. I think many times conflicts happen because of miscommunication or misperception on part of the parties involved.
Therefore, having a face to face communication session. Where both parties put forth their reservations to be discussed in the presence of a mediator helps in resolving the conflict and reaching a point where all involved parties are satisfied. Another way in which I could resolve it is by becoming the decision maker for the two involved parties. This way I will be able to address their reservations and select the best course of action as well.
However, I do believe that the first course of action will be far more effective than the second one. 留学生paper代笔
I would act as the mediator in between the conflicting parties. And help resolve the issue through proper communication and understanding.
In order to resolve conflicts, I will utilize the technique of goal setting for the team, so that each member has their own set of tasks and objectives that need to be accomplished. This will ensure that each team member is responsible for their own performance and that while each member’s tasks are linked to one another. They will be evaluated based on their own work’s timely delivery.
One of the best things that can be done to resolve conflicts is to identify the root cause of the problem. Many times, the problem isn’t as big as it seems. And as can be seen after discussions. Talking it out can lead to people coming to solutions, instead of harping on about the issues.
Therefore, the ideal case in conflict resolution would be when both parties feel that the solution offers a win-win scenario.
And they are equally satisfied with the decision that has been taken. On the other hand, such scenarios hardly ever happen in reality. As there is almost always one party who ends up compromising more than the other. 留学生paper代笔
In conclusion, I would just like to say that conflict is a part of our daily lives. And can be resolved through prompt and correct action. When resolving conflicts, one must not focus too much on what could have happened. But rather more on solving the problem.
Conflicts are ever ending; they are not permanent, rather temporary instances which should be avoided. By taking simple steps, leaders can ensure that conflicts can be resolved and avoided at all costs. So that the team remains happy and satisfied with the work and the manager’s way of leading the team.
Puja Mondal, 10 Major Differences between Conflict and Competition, retrieved 28-1-18 from;
Bernard Oladosu Omisore, Ashimi Rashidat Abiodun, 2014, Organizational Conflicts: Causes, Effects and Remedies, retrieved 28-1-18 from;
Denis Trapido, Binding Conflict: The Competition-to-Cooperation Switch in Firm Dyads, retrieved 28-1-18 from;