Sources of Conflict and Ways to Overcome Them

This presentation by Desklib discusses the reasons behind organizational conflicts, such as competition, lack of understanding in job responsibilities, dependency, failure, lack of trust, poor organizational culture, and providing feedbacks. It also suggests a three-way process to resolve team conflicts, which includes preparing for resolution, understanding and analyzing the problems, and coming to an agreement. The presentation emphasizes the importance of proper communication, addressing the conflict immediately, encouraging different points of views, and being open to views to keep the conflicts within the team. The references used in this presentation are Mihalache et al. (2014), Mughal & Khan (2013), Nordin et al. (2014), Schlaerth et al. (2013), and Spaho (2013).

Sources of Conflict and Ways to Overcome
Them
Name of Student
Month

Introduction
It has often monitored that the organizational conflicts often results into the
lack of production and creates a disruptive situation within the
organization.

Reasons behind Conflict
Possible reasons behind the organizational turmoil can
be:
 Competition (Spaho, 2013).
 Lacking understanding in job responsibilities
 Dependency
 Failure
 Lack of trust
 Poor organizational culture
 Providing feedbacks

Possible ways of resolving team
conflicts
A three way process should be followed in resolving the employee
conflicts:
 Preparing for Resolution (Stephens et al., 2013)
 Understanding and Analyzing the problems
 Coming to an Agreement

Preparing for Resolution
 Preparing to resolve (Schlaerth, Ensari & Christian, 2013).
 Discuss and understand the gravity of the matter
 The leaders should take initiative to communicate (Spaho, 2013)

Understanding and Analyzing
the Problems
The steps that are to be followed in order to understand the
problems are:
 Clarifying the different views is the first step in the process of
understanding. Every ideas should be considered and
acknowledged by the team members.
 Afterwards, the facts and the ideas need to be jotted down.
 The next step is to analyze and segregate the people who have
similar idea. This process will help the people understanding the
different views and come to an understanding.

Coming to an Agreement
The final step of resolving a conflict is to coming to agreement. After
analyzing ad understanding each other’s views, the parties involved in the
dispute need to come to a solution in order to resolve the issue (Nordin et
al., 2014)

Conclusion
 It is also a responsibility of a leader to avert any further conflict.
 Factors such as having proper communication, addressing the conflict
immediately, encouraging different points of views and being open to
views and keeping the conflicts within the team.

Reference
Mihalache, O. R., Jansen, J. J., Van den Bosch, F. A., & Volberda, H. W. (2014). Top management
team shared leadership and organizational ambidexterity: A moderated mediation
framework. Strategic Entrepreneurship Journal, 8(2), 128-148.
Mughal, M. R., & Khan, M. (2013). Impact of conflict and conflict management on organizational
performance. International Journal of Modern Business–Issues on Global Market, 1(3), 1-19.
Nordin, S. M., Sivapalan, S., Bhattacharyya, E., Ahmad, H. H. W. F. W., & Abdullah, A. (2014).
Organizational communication climate and conflict management: communications
management in an oil and gas company. Procedia-Social and Behavioral Sciences, 109,
1046-1058.
Schlaerth, A., Ensari, N., & Christian, J. (2013). A meta-analytical review of the relationship
between emotional intelligence and leaders’ constructive conflict management. Group
Processes & Intergroup Relations, 16(1), 126-136.
Spaho, K. (2013). Organizational communication and conflict management. Management: journal
of contemporary management issues, 18(1), 103-118.
Stephens, J. P., Heaphy, E. D., Carmeli, A., Spreitzer, G. M., & Dutton, J. E. (2013). Relationship
quality and virtuousness: Emotional carrying capacity as a source of individual and team
resilience. The Journal of Applied Behavioral Science, 49(1), 13-41.