Resolving Conflict Through Effective Communication Techniques

Abstract

This study represents a survey on the problem of conflict and communication, as the source for its solutions. This provides a scope of materials with several examples of best practices in this field. The objectivity of the research props up against the reliability of the problem for the contemporary business circles. The social domain is especially touched upon in the study. This determines the pros and cons of the practical use of conversation in the workplace. The purpose of the study is to develop the most effective techniques in communicating throughout an organization. Thus, the research showed that in multicultural and multinational peculiarities of corporations it is vital to follow the terms of bioethics. Such an approach is helpful for diminishing the influence of biases on each stage of hierarchy in a company.

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Introduction

The role of self confidence and self esteem at the work place is strategically vital for the corporate ethics. However, there are many cases when the situation goes in a wrong way. The essence of conflicts is inevitable for corporations. This is why many people struggle for there place under the sun when others are trying to resolve the problem at its roots. Such cases appear when there is a point on unequal attitudes between two or more parties. In classical variant it concerns the relations between dominants and subordinates. The differences of conditions for work in the official document (contract or labor agreement) and in practice are some of the factors for the problem. Another case supposes the intentional unwillingness of a chief or senior manager to get involved into the details of profession, so that to have an idea about the problem. It makes a distance between two parties of the conflict longer with every attempt of a dominant to reject assertions of subordinates.

This is why there is a possibility to deepen the problem or to resolve it. An ability to point out and mark the problem by a senior person in the workplace at its initial stage can break down the conflict situation. In fact, people are struggling every now and then for the aim to be heard. In turn it affects the whole working process. Hence, there should be a schedule of techniques for diminishing of the threads of conflicts for the prosperity of a company. First, it is helpful for being mature in detecting and solving social problems by means of effective communication in time. Second, it is a guarantee for scheming proper culture or ethics for behaving at the workplace. Third, efficient communicational skills of a dominant make the firmness of team spirit possible. In return it provides perspectives for team building.

Methodology

For the detailed analysis of this social problem at the work place the research is based on the theoretical (logical) and practical facts. In this respect the reliability of the methods used is outlined with the descriptive and comparative analysis mainly. More attention is grabbed on the significance of practical use of the advices by experts. In this respect the literature and core articles in the research are of great significance. Several writing materials are introduced in the research. Their validity and reliability is relevant to the time of their polishing and the relation to contemporary reality in the business world as well.

Discussion

General observation of the problem

The problem of conflicts at the workplace is not new. This is why the attention of sociologists and psychologists is specifically aimed at through examination of different factors impacting on the situation. In this respect the influence of human factor is extra high in the survey. Furthermore, as Kellett (2006) notes, one should be able to correctly reflect the meaning of the conflict. Such ability guarantees that a director or a manager or a chief at any place where suchlike relationships take place the success in further development of a company or an organization. It is the factor of prosperity, to be precise. Cahn & Abigail (2007) illuminates the significance of right and in-time reaction on the conflict situation by means of the communication. To say more, communication is a huge weapon at hands of a responsible man. It is a means of great manipulation. It may lead to good as well as to bad outcomes. It is up to anyone who relies on communication whether to use it for improvements or not.

In turn Hay (2009) provides an extended look at her experience, so that to admit extra-ordinary importance of language. First of all, it is logical to presuppose that language is a great material for building communication. Second, it is the background for appropriate pre-arranged conclusions. On the whole it is an instrument for interaction. For instance, when an employee shows worse results of work in comparison to previous times, his/her chief may press, so that to require better results. In fact, it is not always true that such bad results are because of unwillingness to work or laziness. Perhaps, an employee undergoes through the worst period of his/her life. Perhaps, there is something more important for him/her to think about at the moment. Of course, a director or manager should not take it for granted. One of the best examples of how to behave in this case is to be able to listen. Since the first attempts of a senior person at the workplace to listen to the real reason for such degradation at work, everything will become clear. On the other hand, such consultations or conversations with the subordinate personnel will definitely optimize the working process.

In terms of a big company there should be a feedback between the senior management and the subordinate personnel. If this mechanism works, then there is nothing to worry about. To say more, it is the result of effective leadership at work. Real leaders will never take problems for granted and for a long time. They are not concerned in such development (or better to say stagnation) of actions. It is so due to the business interests and their primordial role for any owner of great capital. Edelstein et al (2009) underline a significant role of conflict management for identification and destruction of any conflict at its initial stage. This is why it is still so necessary to work out interrelation between conflict and communication in the discourse of business and corporate relations.

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Levels of conflict

First of all, conflict is the manifestation of struggle between two parties which is seen through the interference from the other parties due to incompatible goals of each side (Gibson, 2009). In this respect a researcher should pay special attention on the factors for effective and efficient communications. Some among them are behavior, normative regulations, personality. These three major factors realize their functional strategy for every sort of a conflict. Thereupon, it is vital to point out three levels of conflict situations:

  • Interpersonal;
  • Group;
  • Organizational (Gibson, 2009).

Each of them represents a so-called hierarchy of interactions. This is why a leader should be able to determine and resolve conflicts at the very beginning. The initial stage is, of course, that of interpersonal character. Here the contradictions as of likes and dislikes; selfishness and altruism; agreement or disagreement with the standards for work are taken into consideration. Thus, the whole analysis of previous interaction in the personnel and that of current one should be weighed for making optimal conclusions.

The reasons for group conflicts prop up against the goals of a group and task conflict (Gibson, 2009). In this case groups of people play a significant role for until just and fair reforms or amendments will be executed. People tend to have equality in rights and stability at work. Thus, a leader should maintain a constructive dialogue in order not to destruct the cohesion of the personnel. In other words, it is a sphere of subtle mutuality in relations. Too much of aggression is not a way out. A leader should represent a plan for the further development. In fact, unless group conflict is not solved, it goes into an organizational conflict. Here Gibson (2009) recognizes two types of organizational conflicts: intraorganizational (inside an organization) and interorganizational (between different organizations). One of the examples when such huge problem occurred is the strike of working men in Chicago in 1886. The main reason for such conflict was to provide 8-hour working day on the stable base. After this event the collaboration and knowledge management began developing, as an urgent feature for the successful work of organizations in the capitalist societies. Employers began paying attention at the conditions under which employees should work.

Effective communication techniques

Thus, working out the nature and the levels of a conflict, a leader may simply designate the features which contribute into both deepening and resolving of it. Hay (2009) admits that in any time in the past in current reality and in the future the conversation goes on. The thing is that the winners are those who could arrange and maintain appropriate atmosphere in the workplace. One of the greatest advices for the prosperous corporation is to follow the tips of bioethics. It means that inside a company there should be no encouragement of biases as for different aspects. For instance, Hay (2009) points out three concepts influencing on the biases within the management or senior management team, namely: gender, race, and age. These are predominant stimuli for conflicts at work. First of all, it is because of the multinational coloring of many companies. Second, the world practice sees more and more examples when women take place of leaders in business, social, and political affairs.

Hence, an effective conversation with people means taking a person with all patterns acquired since birth. It will facilitate the points on bioethics. On the other hand, it is a panacea for effective cultural and traditional peculiarities in the personnel of a company. UNESCO (2006) emphasizes the dynamics of roles between chairpersons and members of an organization for diminishing negative factors concerned with “bioethical drawbacks.” It means that the problem of bioethics is global. Today efficient and wise proprietors and owners should demonstrate additional patience and tolerance again for the purpose of optimization of work process. This is why many employers are in the urge for facilitation of working process and provision of dialogue with lower layers inside a company. This is fruitful when the communication has mere extent of stability. Moreover, communication is the source for identification of reasons for good or bad work of a company. Cahn & Abigail (2007) pretend to suggest a theoretical base for managing conflict situations. This concerns correct direction of negative emotions and dissatisfaction in the torrent of understanding and provision of alternative. Hay (2009) supports this idea when stating the following truth: “Language is the common thread by which we explore our differences and, if we are both lucky and mature, the thread that will bring us to a form of agreement or at least understanding” (1).

Conclusion

To sum up, the research showed that communication is the most effective means for the successful development of working process. Organizations should rely on the prospects for tolerance and responsibility for every member of it. In this respect conflicts can be reduced by a leader, if leadership, as it is, props up against the necessity of understanding and motivation by means of encouragement. This feature should come from the prospects of bioethical attitudes from the side of dominants toward subordinates. Restoring the picture of conflict and its negative influence on an organization, one may realize the scope of questions on which a chairman or chief should have answers. In fact, it is a matter of extended experience and mature responsibility.

Reference

Cahn, D. D. & Abigail, R. A. (2007). Managing Conflict Through Communication (3rd ed.). Toronto: Pearson Education Canada.

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Edelstein, L. M., DeRenzo, E. G., Waetzig, E., Zelizer, C. & Mokwunye, N. O. (2009). “Communication and Conflict Management Training for Clinical Bioethics Committees.” HEC Forum 21(4): 341-347.

Gibson, M. (2009). “Chapter 11: Managing Conflict Through Communication.”

Hay, H. (2009). Conversation continues, even after 20 years. Grand Junction, CO: Daily Sentinel.

Kellett, P. M. (2006). Conflict dialogue: working with layers of meaning for productive relationships. New York: SAGE.

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