Different Cases In Conflict Management

There are many causes of conflict in Asia & the Middle East, including religious divide and disasters,

The third form of Conflict management is Accommodation. When the task at hand is more important than the conflict that has arisen and when relationships may be damaged putting the entire project in jeopardy. With this method a team member may minimize the conflict in order to protect the relationship and ultimately the project. Some of the negative aspects in using this

The social approach of conflict is described by Witt (2014) as focusing on power and the allocation of valued resources in society. Examples of resources include material, social, and cultural resources. Those that have resources are held as privileged while others are seen as inferior. The view of society in the conflict perspective is associated with tension and struggle between groups. (Witt 2014:17)

This same occurrence can happen between male and female management personnel that can’t seem to see eye to eye and have issues that lead to conflict. According to (Conflict Management Modes and Leadership Styles) “most individual characteristics have an impact on the instruments analyzed, for example: younger managers are more task-oriented, while older managers are typically relationship- oriented and avoid conflicts, women are more collaborative and avoid conflicts less and men tend to use the accommodating mode more than women. “Rather surprisingly, according to our survey, women appear to be more

Conflict handling is best addressed when both parties engage in an integrative approach where they work in cooperation and generate solutions that address the needs of both parties (de Reuver, 2006). This isn’t always the approach, however. Power can prevent a positive problem solving approach. The one holding the power simply does not need to operate in this way. “The powerful are less dependent on others than others are on them for acquiring and maintaining important resources” (de Reuver, 2006). In short, conflict, difficult already to manage, becomes much more difficult to handle if the power is unequal.

Humans are imbued with genetic variation ranging along the spectrum of conservatism and extremism. As long as humans exist, they will clash in values and ideologies. During the Crusades, the Catholics and the Christian engaged in mountainous episodes of bloodshed and terror. As observed, even within a religious faction, violence can erupt. However, all wars are characterized by one unifying parallel. In every instance, wars emerged from the plight of injustice, disparity, or grave violations of human rights. The United States partook in the Cold War to disseminate democratic values and to counter the growing, communist influence in Eastern Europe. In the recent Syrian Civil War, insurgency groups arose in stark defiance to decades of ethnic discrimination. More specifically, the ethnic Kurds in this region were denied equitable services, resources, and therefore, reacted violently to their perceived oppressors. During the Rwandan conflict, ethnic genocide ensued, in which one group vied for supremacy over the other. One remedial approach would be to equalize power among all groups. This is unfeasible, as some groups aspire for dominance, rather than equity. For example, two groups that have long contended for power will not likely defer to a state of equality, as this would not satisfy their mutual thirst for power. However, nations can decrease the likelihood of war by forging international networks that work interdependently to ensure human, ethnic, religious, political and social rights and equality. Unique networks can appeal to one aspect of identity of social structure, such as class, religion, etc, independent of nation or state. Therefore, to address the issue of war, one must probe its most profound underpinnings. War emerges when power, identity, or politics are threatened. Hence, a careful navigation and regulation of

Human history has demonstrated that conflict is inevitable. As long as there are differences of opinion, there is fuel for anything from a brief argument to a war that lasts for years. This truth prevails through ancient history and modern day issues. Over time, conflicts grow, compound, and set the archetypal stages for new issues to be born: conflicts between the rich and poor, the religious and political, the loyalists and rebels, and particularly, the East and West. Since people acknowledged those living in opposite sides of the world, the assumption that they themselves were opposites followed. Often, each thought the other was barbarian, an enemy, and would

Scarcity of resources like food or water is one way but more commonly it is usually meant to refer to situations of both the “out” and “in” groups scarcity of resources dealing with social status, money This creates resentful sentiments within the groups between the “in” and “out” groups. To end the hostility A situation where the competition is somehow relieved is the only way for it can arise in the situation that the groups see the competition over resources as having a zero-sums fate, in which only one group is the winner (obtained the needed or wanted resources) and the other loses (unable to obtain the limited resource due to the "winning" group achieving the limited resource first)

Kale and McCullough (2003) in conferring the five conflict levels make note that conflict is defined as “power struggles over differences”. The authors note the following “based on our definition, then, we will discuss five levels. The first two are really pre-conflict levels followed by three levels of actual conflict. Our levels are as follows: Awareness of Differences, Confronting the Differences, Power Struggles, Fight or Flight and Intractable”.

Theoretically significant to conflict is social identity theory. It allows “predictions to incorporate who is likely to perceive and act in group terms, to remain committed to the group in times of crisis” Turner (1999), Doosje & Ellemers, (1999). Bar-Tal stresses conflict exists when an incompatible goal exists between two groups. The question of when incompatibility sets become important in understanding the cause of inter-ethnic or communal conflicts for instance, even more importantly; conflict within ingroup. Inter-ethnic or communal conflict because within the scope of peacebuilding, that is the point where building peace thrives the most. There is an assumption that for peacebuilding to be

In this paper I will discuss the conflict that is occurring at General Hospital, the conflict management styles that are evident in the case, and how General Hospital could have used teams to address the cost reductions needed to stay competitive. I will also describe how the CEO of General Hospital, Mike Hammer can us negotiation skills to get buy-in for the cost reductions and finally I will recommend a strategy for Hammer to resolve the problem.

In this case study we will be analyzing a conflict between coworkers from "Not on My Sabbath" by Joy Koesten. The situation involves a woman, Joan, who has been highly successful in the agency in which she works. A problem arises between her and her coworker/superior, Sue, who is seemingly jealous of Joan's quick success. Sue ends up making a change to Joan's job description that conflicts with her religious practices. We will be analyzing their goals, styles, tactics, and approaches to this conflict.

Conflict is a fact of life - for individuals, organizations, and societies. The costs of conflict are well-documented - high turnover, grievances and lawsuits, absenteeism, divorce, dysfunctional families, prejudice, fear. What many people don't realize is that well-managed conflict can actually be a force for positive change.

In trying to resolve the conflict between Reece and Patel, Edwards used an avoidance strategy. Instead of speaking directly about the root causes, or sources, of the conflict, Edwards focused on the behaviors and treated Reece and Patel like children. Edwards scolded them, and sent them off without bothering to find out what was bothering the two. Of course, this type of conflict resolution is ineffective because it fails to address the underlying issues. As Anderson (n.d.) points out, addressing the problem is key to conflict resolution. "When a conflict does happen, a manager needs to focus the conflicting parties on the issue and have them leave out any personal problems they may be having," (Anderson, n.d.).

Alper, S., Tjosvold, D., & Law, K. S. (2000). Conflict management, efficacy, and performance in organizational teams. Personnel Psychology, 53(3), 625-642. This study looked at the management of conflict and linked it empirically with organizational team and efficacy research. There were sixty-one teams with nearly 500 employees studied, all belonging to a leading manufacturer of electronic products. A structural equation analysis was used to show that a cooperative approach to conflict is more effective than a competitive approach to same. Making use of autonomy can also make a person or a team more productive.