Understanding Organizational Psychology Managing Conflict and Anger
Conflict resolution is a necessity in any organization largely because conflicts are more often than not part of the everyday operations. Therefore, the best alternative is to arm oneself and organizational members with ample anger management and conflict resolution skills. The capacity to resolve conflicts immediately they arise creates room for better performance and even aids the management of anger. In addition, when individuals are able to understand themselves appropriately and develop tactics for controlling their anger emotions they are better placed at resolving conflicts. This paper seeks to apply the principles and conceptualizations of anger and conflict management in a real life workplace experience. The discussion will draw insight from this past experience with conflict situations and anger issues and in detailing the skills and tactics employed or lack thereof in the management of both. From these experience, the discussion will then proceed to predict amicable future management of anger and conflicts. Predominant in the paper is the comprehension that conflicts and anger are negative constructs which if not properly reiterated may cause harm to individuals or organizations. However, the extent of negativity in conflicts is highly dependent on the reaction techniques used for addressing the conflicts. As will be illustrated in the paper, it is possible to alter conflicts into positive aspects in the workplace. Dubrin (2004) clearly outlines the relationship which exists between conflicts and anger. Anger is necessitated by both the events building up to a conflict and those which occur thereafter. It is often as a result of frustrations in either the conflict or the lack of its resolution. This interrelation will also be out rightly elucidated in the discussion.
It is critical to understand the root causes of conflict if one aims at comprehending conflict resolution. In fact Mcfarlane (2003, p.17) asserts that this will be vital in formulating a framework for guiding individuals through the conflict process. It entails taking into account the behaviors and circumstances which instigate conflict behavior. The roots of conflict include the competition for resources which are limited in a bid to satisfy individual or collective needs. Differences in opinions and objectives also heighten the probability for conflict. Others include class and gender differences, generation gaps, clashing personalities, sexual harassment and competing work and family demands. Regardless of these individual circumstances, the observable common characteristic is the presence of incompatible elements. As a junior manager in the workplace, I had been assigned the task of foreseeing the companys community service project. The project had been suggested as a form of giving back to the community where the large textile organization was located. During one of the meetings with other involved employees, it became eminent that most of the employees wanted a mildly engaging community service project like donating text books and sports facilities to schools. On the other hand, I made it clear that the best form of community service would be a project which involved active engagement and interaction with the community. Following this, I made suggestions to formulate a fundraiser for the sports departments in the neighboring school or even partake in a cleanup activity of the surrounding environment.
Evident from discussions among the project members was the fact that those employees who supported a mildly active approach were in favor of not wasting their time and energy in doing good for the community. Those agreed with my suggestion felt that it was the best placed approach. At this particular time, a conflict had already emerged. The belief that either approaches were the best to both parties established a difference in preference and opinions. These beliefs and suggestions were not in tandem with each other. An attempt to come to an understanding was not fruitful immediately after the conflict arose. As a result, most project members I included left the meeting feeling frustrated.
As indicated by Macfarlane (2003, p.18) the above conflict may have been fuelled by such factors as imperfect communication and emotions. The feelings of frustration had definitely not been a direct consequence of the incompatibility of ideas proposed. It was as a result of the aggravation of the realization of incompatibility by emotions felt by both parties and their inadequacies in communicating their needs. This would later be evident in project discussions on resolving the conflict. Even though this conflict was not of a large extent, it still created friction amongst employees meant to work towards increasing productivity. It stalled the process of developing the community service project which was a waste of the organizations time and resources. Conflicts have adverse effects when left unresolved and these are indicative of the same. Also, resolution of conflicts is vital as it undermines work relationships and costs both individuals and organizations heavily. Levine (1998, p.5) explains that resolution of conflicts gains the organization both productivity and satisfactions as these outcomes are only present in individuals capabilities to collaborate with others. This is why it becomes crucial for employees to have conflict resolution skills at hand as they foster resolution and consequently high productivity.
From the illustrated experience, this conflict had the potential of being both constructive and destructive if left unresolved. As a project manager, my responsibility dwelt on enhancing the functionality of this conflict and aiming at preventing any negative effects. For the conflict to be functional it was imperative that the resolutions assured the motivation and further energizing the involved employees into acquiring better problem solving skills and high creativity. The actual resolution of this conflict involved the reestablishing of relations with project members and restating the desired outcomes of the project. While doing so, I embarked on a mission of seeking to understand why the other party was keen on a mildly active approach for community service. However, even then it was impossible to comprehend why these members did not understand that an active approach would serve the community better. It was then that project members became aggravated, with even others getting frustrated and angry. One of the members even banged the door on his way out from the meeting. It was clear that an amicable solution would be to just get rid of both suggestions and formulate a completely new approach which was agreeable to all.
As pointed out in Dubrin (2004) this avoidant style of resolution ignores the contributions by either party to the conflict. Even though the heightened frustrations warranted such a decision, it was counterproductive to the organizations objectives. It moved the project a step backward and the incapacity to resolve the conflict was a strong predictor of such future conflicts. More so, this conflict was left unutilized as a mechanism for fostering problem solving skills amongst employees. Faced with such a repercussive conflict, it is only logical to devise better ways of resolving the same sort of conflict. In the future, such a conflict can be better managed in a more cordial and functional environment.
The appropriate approach to resolving this conflict involves the integration of such effective techniques like confrontation and problem solving, negotiating and bargaining, compromise and the management of anger. The guidelines of this process would be to avoid measures and solutions which are of a competitive form or those which were too relaxed. Therefore, as a project manager it would be my responsibility to initially acknowledge the existence of a conflict and decide to confront the opposing project members. This confrontation is best done tactfully and the element of reasonableness implied throughout the process. With a mindset of cooperativeness and collaboration, the confrontation involves detailing my willingness to work together with the other members at resolving the conflict. Also, I am required to admit to the problematic extent of the conflict which may prompt the agreement of the other party.
The willingness for cooperation is only possible when both parties are guided by substantial constructs. This implies that causes of the conflict should not have been of an emotional nature but one which paved way for substantial reasoning and understanding the evident differences. If there are any pending anger issues amongst the members, it is appropriate to address them immediately so as they do not work against the conflict resolution process. Anderson (2001, p.147) cites anger as one of the emotions resulting to such counterproductive behaviors like violence in the workplace. During the conflict resolution process, managing other peoples anger can be done by through the three steps of anger management illustrated by Dubrin (2004). They include confronting containing and connecting. Any anger manifestations like tightened fists, dilated pupils and trembling lips should be closely monitored during the conflict resolution process. Project members who are angry should be confronted and questioned on the source of their anger. This is done tactfully in order to prevent further aggravation. It would also be advisable to draw extremely angry members away from others and try calming them down elsewhere. After doing this, it is effective to ask the member what they think should be done over the issue. This allows one to connect with the member and understand their predicament. As such, their frustrations are alleviated and they become better placed to take part in a constructive conflict resolution process.
After this, the conflict resolution process continues as members narrate their understandings of the causes of the conflict. In doing so, the members are trying to identify the real issues in the conflict. The obvious cause of this conflict was the fact that projected members shared different ideas on what constituted a good community service project. In order to allow members to best understand these causes, it can be helpful to exchange images on this conflict and its causes. Both opposing parties should right down what they perceive their counterparts understanding of the causes. An exchange of these views aids in allowing members to understand each other and also acknowledge the predicaments faced by all of them.
After this, it becomes necessary to collaboratively come up with ample solutions to the conflict. As the members attempt to devise ways of ending this conflict, there should be room for negotiation. In such circumstances where the conflict arises as a result of differences in opinions and some members are not capable of changing these opinions, compromises should be utilized. However, both parties should give each other room for making suggestions for conflict resolution. One way of attempting to alter this situation is to appeal the members commitment to the organization and its objectives. Rahim (1990, p.20) acknowledges that cooperative goals are more effective at contributing to productive conflict management. When the conflict resolution goals are oriented at serving the utmost wellbeing of the organization, project members will be confident and communicate their ideas effectively. Therefore, it would be paramount to suggest that an active approach for the community service project would best serve the organization. It would do so by enhancing the communitys collaboration and assistance which would motivate the organizations employees most of whom were members of the same community. This motivation directly influences the performance and productivity positively.
During negotiations, fairness and logic should be applied. It would be best to understand any misgivings both parties may have towards the suggestions made. It is possible that those members against the use of an active approach are only resistant as a result of personal issues. These can include personal commitments which may not leave time for an active community service project. In understanding this factor as the members negotiate, they can come to a compromise which serves both parties and the organization effectively. If members are in agreement with the fact that an active approach will accrue better results than the mildly active one, they can them compromise on the levels of involvement and participation. It would be amicable to make allowances for members who are committed elsewhere when they are meant to take part in the community services. These provisions should be guided by rules so as to prevent their misuse. For instance, members and organizational employees who anticipate being absent should report to the supervisor and seek exemption from the activity. Eventually, this marks the end of the conflict and paves way for productive endeavors for the project members.
From the above discussion, it is evident that conflicts are part of any form of organizations. This issue has the potential to benefit or destroy the organization. As such with the organizations best interests in mind, employees should aim at resolving conflicts amicably so as to avoid the dismal effects of time wastage and declined productivity. The study has applied conflict and anger management techniques in a real life workplace experience. This experience which details a conflict caused by the incompatibility of ideas has allowed for the application of organizational psychology. Predominant in the paper is the comprehension that conflicts and anger are negative constructs which if not properly reiterated may cause harm to individuals or organizations. However, the extent of negativity in conflicts is highly dependent on the reaction techniques used for addressing the conflicts. The discussion has offered a futuristic framework to resolve the previously unresolved conflict. The same principles are applicable in most conflict resolution scenarios and will foster better management of conflict and anger in the workplace.
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