Full OB Report

8/3/2019 Full OB Report

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Title Pages

1. Introduction 2 - 6

ObjectivesDefinitionWhy choose conflict management topicConflict Background

2. Causes and Effects of Conflict 7 - 12How to identify signs and stages of conflictEffects of conflicts

3. Conflict Management Style 13 - 21

AvoidingAccommodating

CompromisingCollaboratingCompetingDiscussion of Five Conflict Modes/Styles

4. Strategies of Conflict Management 22 - 25

The Five As TechniqueQuantum Skills

5. Conclusion 26

6. Figures & Diagrams 27

7. References 28


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Objectives

Participants will be able to

* Identify possible areas or situations where conflict arises

* Make positive choices when those conflicts arise

Conflict: Definition

Peace and conflict research assume that

a) conflicts are the expression of opposing interests

b) that they are characteristic for modern societies

c) that they are endemic in modern societies

A conflict exists when two people wish to carry out acts which are mutuallyinconsistent. They may both want to do the same thing, such as eat the same apple, orthey may want to do different things where the different things are mutuallyincompatible, such as when they both want to stay together but one wants to go to thecinema and the other to stay at home. A conflict is resolved when some mutuallycompatible set of actions is worked out. The definition of conflict can be extended fromindividuals to groups (such as states or nations), and more than two parties can beinvolved in the conflict. The principles remain the same.(M.Nicholson: Rationality andthe Analysis of International Conflict. 1992:11)

Contrary to earlier expectations, the

analysis

prevention

management, or

resolution

of conflicts does not aim at the elimination of conflict, and even less at the elimination of

opposing interests. Its aim is the search for such forms of conflict behavior which allow

a non-violent handling of interest oppositions in an orderly, pre-arranged process, thecourse and result of which will be accepted by all parties involved

be it out of well-understood, rationally calculated self-interest

be it out of respect for the shadow of the future, i.e. the expectation of a retaliatory

action of the other side if one disappoints its expectations (the principle of every

deterrence strategy).


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Definition

We are defining the word conflict as a process of disagreement when the parties

involved perceive or concern a threat to their needs and interests.

Disagreement Generally, people do know about the differences between the two or

more parties that involved in any conflict. We also can see the difference between the

true disagreements against the superficial disagreement. In addition, significant levels of

misunderstanding seem to come together with the conflict occurred. The problems that

occurred can be solved by understand the disagreement, besides solving the problems,

understanding the disagreement can manage the needs of each party.

Parties involvedSometimes, people are shocked when they found out that they

eventually become a party to a conflict while they do not realized at all. On many

occasions, the dispute is usually involves people who are belong as member of social

network such as work team, family or company. Therefore, people will have the

tendency to take sides" based upon their perspectives of view towards the issues,

relationships, roles within the organization, and other factors as well. Hence, the term of

parties involved might become an abstract concept to explain clearly.

Perceived threatPeople also are facing the situation of the perceived treat compared

to the real threat. Therefore, peoples behaviors, feeling and ongoing responses were

changed by the growing responses that they are facing because of the treat that they

have. People will be able to learn how to manage the conflict if they can have the full

understanding of the real treat and extending some strategies to achieve an agreement.

Needs, interests or concerns There is a possibilities and a risk that the problem

been identified as one of substance, task and near-term viability. The conflict emerges

and evolves into more complicated issue when they involve their personal relationship

and emotions. An important view is human psychological needs and procedural needs

have to be take good care within the conflict. To settle the conflict, effort should be

taken seriously.


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There are some few views which are worth to be stress on:

A conflict is more than a mere disagreement it is a situation where people

identify a threat of physical, emotional, power and status in their life.

The parties in the conflict often react on the basis perception of the situationrather than review it objectively and logically. People tend to have selective

attention, distortion and retention based on their core values, culture, beliefs,

experience, and gender. Conflict responses normally mixed with perspectives

and emotions that can be a helpful guide to the sense of possible solutions.

In some circumstances, conflicts consist of substantive, procedural and

psychological dimensions that needed to be considered. We have to think

through all these dimensions in order to understand the whole view of conflict.

It is normal to have a conflict at working environment. People will experience the

conflict and stress when engage in accomplishing complicated and challenges

projects that need to be done within the dateline. However, if we be able to

design procedures for identifying conflicts that arise, and manage conflicts in a

systematically method, we will be sure to gain benefits through the process.

Simply stated, conflict management is developing creative problem-solving

strategies to deal with conflict. We should change the situation to a productive

and constructive way so that we can explore some new possibilities and

experiences new perspective of view.

Therefore, conflict cannot be defined with a simple definition. There are many things

that need to be taking into the account when discuss about conflict. Moreover, it is quite

challenging and times consuming to achieve the win-win situation which satisfy all

parties.

When people recognize that there arise a potential threat to their needs, interest or

concerns, then that is the moment conflicts start to emerge. Conflicts are normal things

that frequent in human life, which provide chances to improve understanding and

growth while at the same time result negative impact if we cannot manage it well.


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Why choose conflict management topic

In many cases, conflict in the workplace just seems to be a fact of life. We've all seensituations where different people with different goals and needs have come into conflict.

And we've all seen the often-intense personal animosity that can result.

The fact that conflict exists, however, is not necessarily a bad thing: As long as it is

resolved effectively, it can lead to personal and professional growth.

In many cases, effective conflict resolution can make the difference between positive

and negative outcomes.

The good news is that by resolving conflict successfully, you can solve many of the

problems that it has brought to the surface, as well as getting benefits that you might not

at first expect:

Increased understanding: The discussion needed to resolve conflict expands

people's awareness of the situation, giving them an insight into how they can

achieve their own goals without undermining those of other people. Increased group cohesion: When conflict is resolved effectively, team

members can develop stronger mutual respect and a renewed faith in their ability

to work together.

Improved self-knowledge: Conflict pushes individuals to examine their goals in

close detail, helping them understand the things that are most important to them,

sharpening their focus, and enhancing their effectiveness.

However, if conflict is not handled effectively, the results can be damaging. Conflicting

goals can quickly turn into personal dislike. Teamwork breaks down. Talent is wasted as

people disengage from their work. And it's easy to end up in a vicious downward spiral

of negativity and recrimination.


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Conflict Background

Conflict is everywhere, something we all experience on a regular basis. Whether it is

learning that your spouse has an entirely different kind of vacation in mind than you door that your boss's idea of your job differs from your own, conflict is simply an inevitable

aspect of human relationships. As desirable as it might seem, there's just no way to live

a conflict-free life.

Handled badly, conflict can do real harm, both to you and the people you care about the

most. It can cripple your career and the businesses you work for. And it can leave its

scars on your community and even your nation.

Handled well, however, conflict can be extraordinarily useful. If you have the skills

needed to identify and resolve conflict, it can actually be your ally. It can help you

identify and solve problems. And it can build deeper and stronger relationships, whether

with your coworkers, supervisors and subordinates, or your closest friends and loved

ones.

Most of us, though, haven't been lucky enough to have been taughtthose vital skills or

to have learned the ways in which factors like perspective, emotions, goals, and power

can create or drive a conflict. For better or worse, we've had to pick things up as we

went along, beginning in our homes or schoolyards and going on from there. All with

uneven results that can play out for the rest of our lives, burdening us with a default

conflict "style" that may be dysfunctional at best and seriously harmful at worst.


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Causes and Effects of Conflict

All managers and executives at some time have had to deal with conflict. The

method that each one handles discord is a key factor to determine success. Initially,

he or she must communicate to gain a clear understanding of what is actually

causing the conflict. Rebecca Hastings (2007) explains the need for communication

in the workplace in Conflict Management Contributes to Communication. Hastings

states that most conflicts stem from poor communication in which one party

misinterprets the words or actions of another party. She notes that communication

problems are particularly exaggerated when departments are competing for

resources or when they have unique subcultures.

Factors in management conflict

Some causes that can influence how we react to conflict are listed as below with

interpretation of how these causes might affect us.

Gender

People are unconsciously engaging certain conflicts due to gender factor. For example,some men are taught always stand up to someone, and if you have to fight, then fight.

If they have been taught in this way, then he would be likely to apply assertive ways to

confront conflict than cooperative way.

Self-concept

How we considerandsenseabout ourselves affect the way we approach conflict. Do

we think ourexpectation,emotion, andideaare worth being heard by the person who

we are facing conflict?

Expectations

Can we expect the other have the intention tosolvethe conflict?
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Situation

When and where the conflict isappear, how well we know the person we are in conflict

with, and does the conflict involve personal or professional matters?

Position (Power)

What is our power status in the relationship (that is, equal, more, or less) with the

person we are conflicting?

Practice

Practice means be able to implement all five conflictmannerefficientlyaccording to the

different situation, and thecapabilityto change manner as necessary while engaged in

conflict.

Determining the best mode

We are able toamplifya conflict management understanding through knowledge and

practice, and can certify which conflict manner to apply would be most effectual to

manage the conflict.

Communication skills

The prior concern of conflict resolution and conflict management is the capability to

communicate effectively. People who can use efficient communication style will solve

their conflicts, and reduce the possibilities of misunderstanding.

Common causes of conflict

Causes or sources of organizational conflict can be many and varied. The most

common causes are the following:

scarcity of resources (finance, equipment, facilities, etc)

different attitudes, values or perceptions

disagreements about needs, goals, priorities and interests

poor communication

poor or inadequate organizational structure

lack of teamwork

lack of clarity in roles and responsibilities
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Recent researches suggest that, there are other factors that emerge conflict as well:

Different work methods

Employees often have different approaches towards same objective. Neitheremployees approach may be incorrect, nor may one approach be less productive

compared to others. Therefore when approaches collide, managers can encourage

employees to develop more fully approaches. Next, managers should ask employees to

propose their respective plans and review them as a group. According to Hastings

(2007), employees will find that often a combination of the approaches is actually the

best solution.

Different goals

Often in organizations, separate business units may drive towards different goals. Jeff

Weiss and Jonathan Hughes(2007) stated, One of the most effective alternatives for

senior managers to resolve the cross-unit conflict is giving people about the criteria for

making trade-offs when the needs of different parties are at odds with one another (96).

Therefore, if both executives and managers communicate goals and criteria effectively,

the problem will surely be resolved. For example, the business units will understand the

basic role and importance of security while security department will understand how

corporate decisions impact revenue. No doubt, management can overcome differences

in goals through effective communication.

Personalities

Differences between employees and managers personalities often become a source of

issues. A persons inherent biases are often contributing factors. Since everyone has

biased opinions, management should not expend resources attempting to change thishuman nature. When two team members dont get along, they tend to exert a bare

minimum of effort on one anothers behalf. This has a negative effect on your project,

as well as on team morale (Robinson, 2003). As a result, effective leaders must

understand employee biases and personality differences to maximize productivity.


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Stress

Stress is a major motivator of conflict. Every employee has a breaking point, and every

employee will reach his or her breaking point at some time. On a good day, employees

can let issues and differences roll off their backs. However, as stress from home and

work deadlines collide, often tempers will flare. Bear in mind, leaders must learn to

recognize the warning signs of stress in each employee and attempt to alleviate it.

Offering employees something as simple as a break or, in more severe cases, an

afternoon off might be an alternative toward relieving work-related stress.

Different viewpoints or perspectives

Individual perspectives are what give a business environment its edge. In fact, clashes

between parties are the crucibles in which creative solutions are developed, write

Weiss and Hughes (97). As a result, employers are looking for diversity in people in

order to ensure different perspectives are considered. Leaders in this situation must

carefully and clearly listen to and understand the different perspectives. This one area

can be the trickiest for managers. Since managers also will have opinions, often

perspectives different from their own are misunderstood or pushed aside. Managers

and leaders must remember that at least some of their employees will likely have

different perspectives.


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How to identify signs and stages of conflict

Especially in the workplace, two main types of disputes have been noted (although

these two types may also happen in other situations). These are:

"Disputes of right", where people or groups are entitled by law, by contract, by

previous agreement or by established practice to certain rights. Disputes of right

will focus on conflict issues such as employment contracts, legally enforceable

matters or unilateral changes in accepted or customary practices. A dispute of

rights is, therefore, usually settled by legal decision or arbitration and not by

negotiation.

"Disputes of interest", where the conflict may be a matter of opinion, such as where

a person or group is entitled to some resources or privileges (such as access to

property, better working conditions, etc). Because there is no established law or

right, a dispute of interest will usually be solved through collective bargaining or

negotiation.

Effects of conflicts

Conflict situations should be either resolved or used beneficially. Conflicts can have

positive or negative effects for the organization, depending upon the environment

created by the manager as she or he manages and regulates the conflict situation.

Positive effects of conflictsSome of the positive effects of conflict situations are (Filley, 1975):

Diffusion of more serious conflicts.

Games can be used to moderate the attitudes of people by providing a

competitive situation which can liberate tension in the conflicting parties, as well

as having some entertainment value. In organizations where members

participate in decision making, disputes are usually minor and not acute as the

closeness of members moderates belligerent and assertive behaviour into minor

disagreements, which minimizes the likelihood of major fights.


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Stimulation of a search for new facts or resolutions.

When two parties who respect each other face a conflict situation, the conflict

resolution process may help in clarifying the facts and stimulating a search for

mutually acceptable solutions.

Increase in group cohesion and performance.

When two or more parties are in conflict, the performance and cohesion of each

party is likely to improve. In a conflict situation, an opponent's position is

evaluated negatively, and group allegiance is strongly reinforced, leading to

increased group effort and cohesion.

Assessment of power or ability.

In a conflict situation, the relative ability or power of the parties involved can be

identified and measured.

Negative effects of conflicts

Destructive effects of conflicts include:

Impediments to smooth working, diminishing output, obstructions in the decision

making process, and formation of competing affiliations within the organization.

The impact resulted from conflict will be significance as affect employee health and well

being; it also affect organizational effectiveness through direct bottom line costs and by

means of organizationally relevant variables.

In his study of Conflict, Health, and Well-Being, E. Spector concludes that conflict has

huge implications for organizations through absence, increased health care costs,

negative work attitudes, and counterproductive work behaviors. Ultimately, this social

stressor is not only damaging to employees, but can play a deleterious role in the

maintenance of healthy working environment.


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Conflict Management Style

Conflict style is typically seen as a response to particular situation. By contract, we

argue that individual conflict styles may shape an employees social environment,

affecting the level of ongoing complete and thus his or her experience of stress.

Experience of conflict is not just a function of external conditions, but also of the conflict

management styles that people bring to bear on problems at work.

There are four styles as following:

1. Avoiding

2. Accommodating

3. Compromising

4. Collaborating5. Competing

Avoiding

The avoidingmode is low assertiveness and low cooperation. Those who tend to use

an avoiding style of conflict resolution are ill-equipped to deal with disputes that need

some attention. With a low concern for their own interests, such people have a hard

time representing themselves; at the same time, a low concern for others' interestsmakes them less able to understand and address other people's problems. Thus, they

and other parties to disputes will lack the basic information needed to construct

solutions to those conflicts. It will therefore be quite difficult to resolve disputes, and any

solutions developed are likely to be sub-optimal, resulting in wasted resources.

With fewer solutions developed for problems, and fewer resources available to apply to

problems, those who attempt to avoid conflicts are likely to experience higher levels of

ongoing conflict. At a more fundamental level, to say that someone has low concern for

self and for others implies that they have little desire to solve the problem at all. For

these people, the stronger desire is to downplay or ignore disputes instead of resolving

them. Ironically, those who use an avoiding style are likely to experience more task

conflict, not less.


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Avoiding Skills

Ability to withdraw

Ability to sidestep issues

Ability to leave things unresolved

Sense of timing

Avoiding (example)

ADVANTAGES DISADVANTAGESThe issue is not important It is almost impossible to know what the

other person is thinking

It often works with short-term problems This could generate long-term hostility

Can be used if the cost of the solution is

more than I am willing to pay.

My self-respect could suffer.

The process of gathering information is still

on going

I may have less intimacy with the person

It is impossible to get the necessary

information

This issue could exist for a very long time.

There is no chance to resolve the conflict if

it is not dealt with

The relationship could be damaged if there

is no communication


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Accommodating

The accommodatingmode can be defined as low assertiveness and high cooperation.

The accommodating mode is appropriate when they are implementing to show

reasonableness, improving performance, create good desire. People will tend to apply

the accommodating mode when the issue or outcome appear less importance to them.

The accommodating mode may cause problem when one uses the mode to keep a

tally or to be a martyr. For example, if you keep a list that recording the number of

times you have accommodated someone and then to certain level you expect that

person will realize that she/he should now accommodate you.

Accommodating Skills

Neglect own desires and needs

Self-sacrifice

Ability to give up

Obey orders without questioning the rationale

ADVANTAGES DISADVANTAGE

The issue is not important to you but is

important to the other person

You might be viewed as weak

You feel good about the sacrifice you are

making.

This could lower your own self-esteem

This might be a way to build trust with this

person

This could set the tone for the future.

The other person might always expectaccommodation


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Compromising

The compromising mode can defined as moderate assertiveness and moderatecooperation. Hence, compromise can also be referred to as the ability to bargain or

trade. Some people think compromise is giving up more than you want, while others

value compromise as a way to satisfy both parties. Compromising mode is appropriate

when people are dealing with moderate importance issues; when you have the equal

power status; or when you have a strong dedication to solve the disagreement. Besides,

compromising mode can also treat as a temporarily solution if time constraints.

However, it is inappropriate when there involve a complicated problem and requiring a

problem-solving approach.

Compromising Skills

Negotiating to fulfil all parties interest

Searching an alternative way to satisfy all parties

Evaluating the core value

Make concessions

ADVANTAGES DISADVANTAGES

This might be used when time is short This does not work well with unequal sides

A stalemate would cause more harm than

the compromise

When the solution is only half the desired

outcome, the commitment may only be

half as well


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Collaborating

The collaboratingmode means high assertiveness and high cooperation. Collaboration

can be defined as putting an idea on top of an idea on top of an ideain order to

achieve the best solution to a conflict. With substantial benefit for collaboration, some

people will assume that the collaboration mode is always the best conflict mode to

implement.

However, collaborating consumes a lot of time and energy. Therefore, the collaborating

mode should only be considered when time and resources given are sufficient. For

example, if your team is discussing which marketing strategies will generate great sales,

then applying the collaborating mode can be quite useful. But on the other hand, if your

team is argue about what to eat at lunch hour, then to collaboratively resolve the conflictis probably not productive.

Collaborative mode is appropriate when the conflict is crucial to the people who are

constructing an integrative solution; when merging different perspectives to solve

problem; when gaining commitment from team members; or when wish to improve

relationships.

Collaboration Skills

Active listening to understand speakers need and desire

Harmless confrontation

Determining concerns and interests

Examine input and create a full acceptable output


Increases probability of goal achievement Requires much time and effort

Increases trust and builds relationships. There needs to be a possible solution

Produces greatest sense of ownership of

solutions.

Enough resources must exist for

everyones needs.

Sets a good example for others to follow May be difficult to use in extremely

emotional conflicts


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Competing or Controlling

The competing conflict mode means as high assertiveness and low cooperation.

Competing mode is appropriate when immediate action is require; when unpopular

decisions need to be made; when critical issues must be resolved; or when one is

defending self-interests. It can also be used to confront unpopular actions, such as

urgent cost cutting.

The competing style of resolving conflict is also known as the win-lose approach. A

manager using this style normally seeks to reach his/her own preferred outcomes at the

expense of other individuals.

Competing Skills

Argue or debate

Apply influence and pressure

Asserting own opinions and feelings

Standing at own ground without compromising

Stating your position clearly without hesitation


It might be effective in select situations

with difficult-to-deal-with competitive-

type people.

This style rubs off on others and shuts

things down

The conflict may get resolved quickly

and cheaply

There is usually no commitment to the

solution

The relationship can be damaged


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Discussion of Five Conflict Modes/Styles

Of these five modes, strategy employing collaboration is the only mode of conflictmanagement that enables breaks free of the win-lose paradigm. It has become almost

nature to achieve on the win-win alternative, which slightly difference with the original

intention of the founder. They did not turn down win-lose configurations totally. Instead,

strategic considerations for managing conflict should be varied according to different

situations or circumstances.

For example, in a situation where conflict centered on bids by two suppliers, the best

choice can be a competing strategy with a winner and loser through fair competition.

This is because the main objective in such a situation is to win the contract offered for

one's own company. In most cases, winning the contract can be attained only at the

extent of the competing supplier, turn out becomes the loser.

Conversely, a competing approach hardly works well in the interpersonal conflict where

people are in the same working place. Unlike the case of competing suppliers to win

bid, coworkers (both the winner and the loser), must go on working together regardless

the competing outcome. Hence, implementing an accommodating strategy may actually

allow individuals to widen the room for negotiating without affecting the relationship.

Lose in conflicts over issues that appeared less important to them contains deeper

meaning. In other words, accommodating can be value as a way of winning through

losing.


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For circumstances, a manager may decide to let go an issue to an employee who isexperiencing stress as a approach to encourage him or her. Similarly, an individual

might apply an accommodating strategy to balance with negotiations when one's

counterpart has compromise and give up several interests.

Somehow, a winner in a win-lose scenario who fails and cannot put some effort to

accommodate the other party interest may even provoke a backlash in the way of lack

of support or no commitment to help for achieving goal.

Even the traditional way of conflict avoidance remains useful in occasionally acceptable

strategy. On the other hand, conflict avoidance becomes an option to be considered. It

can be helpful by allowing both parties to cool off and buy some time until all the facts of

a matter have been gathered.

A manager may try to avoid an employee in the situation where an emotional outburst,

until the employee has relaxed and calm down to allow a communication occur.

Finally, compromise can be a quite useful method when deal with relatively small

concerns. The conceding party finds an issue unimportant while the opposing party

considers comparatively important, which differentiate from an accommodating strategy.

A manager might implement a compromise approach most effectively when both parties

consider the issue to be of moderate or little importance. In such cases, compromising

buys both parties the time and energy required to employ problem-solving technique.

They can jump to directly to address the fundamental core of the conflict without

argument.


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While all modes have their usefulness availability, the collaborating approach seems themost beneficial mode for most types of conflict management.

In the collaborating mode, conflict acts as a managerial tool and provides opportunity to

solve the organization problem. The manager can exploit the conflict to guide the

conflicting parties to list out what eventually turn out become obstacles faced by the

organization. The conflicting parties divert their attention to find creative way to solve

structural problems through collaborative behavior.

There is essential to point out that the collaborative mode of conflict management differs

from the other four conflict-handling modes. There is a form of conflict interventions

which include the rest like accommodating, avoiding, competing, and compromising, is

just a permutation of the win-lose scenario.

Meanwhile, collaboration mode represents an attempt to channel conflict in a

constructive direction, thus enabling the manager to exploit conflict as a useful tool to

resolve incompatible objectives within the organization. Therefore, collaboration mode

of handling conflict acts less likely as a conflict intervention and more likely as a true

conflict management.

However, the question about whether which approach is effective depends on the

specific situation, the parties' personality styles, the desired outcomes, and the time

available. The key lying here is to understand the advantages and disadvantages of

each method.


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The Five As Technique

Barisoff and Victor introduce the assessment, acknowledgement, attitude, action, and

analysis that called five A`s. These five methods can be implementing for the

sustained and solving-oriented conflict management in the organization.

ASSESSMENT

In this step, the parties will choose the best conflict-handling mode that can be use to

solve the conflict. The parties also will decide what the core problem is. Then, the

parties will try to collect the information based on the situation. The parties also will try

to find what each party actually wants and decide to compromise in some areas.

ACKNOWLEDGEMENT

Acknowledgement will help both parties to create the empathy that encourage the

motivation of a synergistic to the problem. Each party will listen the problem other facing

in this step. The acknowledgement demonstrates that one understands to the other

party's position and in the same time gives a feedback to the other party. Active

listening techniques and nonverbal encouragement is suitable for solving the problem.

The acknowledgement will provide opportunity for all party to communicate their

interests and concerns.

ATTITUDE

Foundation for pseudo-conflict can be removing in this attitude step. Men and women

are basically differences in acknowledges generally in communication. Sex-trait

stereotyping regarding issues of assertiveness, interruptive behavior, and perceptions of

politeness are the examples differentiated communication styles between men and

women. These different have been found by experts such as Barisoff and Merill.


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While culturally-based behaviors are uncovered in this attitude. For example, a member

of a high context culture maybe will misunderstood what a member of a low- context

culture says as being rude or blunt. Conversely, a member of a low-context culture may

misunderstand what a person from a highcontext culture says.

Actual intent or content of the messages have a little to do in communication variations.

Culturally learned approaches must using implicit versus explicit communication styles

to represent. These communication variations have been explained by Edward Hall.

Writing, speaking, and nonverbal mannerisms are the examples of problematic

variations that use in this step. Make sure all parties involved the participants maintain

an open mind are essential for good communication.

ACTION

The chosen conflict-solving mode will be actively implemented in this step. The

manager channels the opportunity for a conflict resolution based on trust and ongoing

feedback on a universal agreement. Simultaneously, potential trouble spots might ariseif each individual misinterprets the behavior of the other parties. Hence, every individual

must be stay aware and cautious of his or her own general behavior and communication

styles to avoid misconception by others. Lastly, all parties must search for constructive

solutions and remain alert to new issue that maybe rising.

ANALYSIS

In this final step participants will review what they have agreed, decide on what they will

take action and summarize the key points. The parties will verify whether every

participants requirements have been listed. Analysis enables participants to monitor

both the long-term and short-term outcome of the conflict resolution.


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Quantum Skills

According to Shelton and Darling(2004), there is a new set of management skills, which

consider more appropriate for the ever-changing organization. They called these skills

as the Quantum Skills.

What interesting view is this suggested managerial skills are actually derived from the

field of quantum physics which initially appeared irrelevant. These 7 techniques are as

bellows:

1. Quantum seeing. This skill involves the ability to see intentionally. Managers must

develop the skill to search for the underlying intentions that are creating the conflict.

Manager should try to recognize and figure out each party interest and set a

solution which satisfies all.

2. Quantum thinking. This skill involves the ability to think out of the box. According

to Shelton and Darling (2004), effective conflict resolution is a time consuming

process. "It requires innovative thinking and involves the ability to find a fully

acceptable solution to divergent points of view and achieve a win-win situation".

3. Quantum feeling. This skill involves the ability to sensitive enough to detect other

emotions. The level of organizational conflict has increased numerously as

schedules have emerged to fast-paced and tasks have become more stressful.

Managers should train themselves to view a negative event positively. Then, they

should have the empathy to others feeling and try to think the reason behind all this

negative emotions.


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4. Quantum knowing. This skill involves the ability of intuition. Managers should stay

focus and aware the changes of organizational environment. Managers must be

able to spot and indentify the potential element that may create the conflict.

5. Quantum acting. This skill involves the ability to act responsibly. Quantum acting

has the belief that everything is a part of a whole universe where individuals will be

influenced by others. Hence, manager's belief affects the whole organizational unit.

Managers should model their own behavior if they wish to encourage a more

positive response to conflict.

6. Quantum trusting. This skill is the ability to build a trust among each others.

According to theory, it is derived from chaos theory which suggests that without

chaos organizations will become stagnant and unproductive. Shelton and Darling

suggest that managers have to simply "ride the rapids of conflict, fully participating

in the dance without attempting to actively manage the course of resolution".

7. Quantum being. This skill means the capability to engage in a relationship,

According to Shelton and Darling (2004),"the ability to literally become so

connected to another that one can see the world through the other's eyes". This skill

provides the foundation for all parties to learn, understand and accept different

perspectives of view.

This set of skills is based on science perspective as worldview. Quantum skills

suggest a brand new alternative for managing conflict.


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Conclusion

Throughout our review, the message we would like to bring out is the significance ofdealing with conflict in the workplace is essential. All leaders must exposed the

knowledge and learn the strategies way to handle the conflict. Therefore, managers

must channel all types of conflict at workplace into the direction of constructive

conflict. No doubt, conflict is the double-edged sword. However managers should

exploit conflict as a tool by implement the techniques based on well understandings

the source of conflict outlined as above. Now, conflict in the workplace is no longer a

problem to be avoided. Instead, leaders can embrace conflict as the mark of a

productive workplace environment.

Meanwhile, unmanaged and negative conflict results numerous human costs,

economic costs, and organizational costs. Brahm(2007) suggests that conflict costs

organizations in varies of significant ways. It diverts worker attention from normal

duties. Absenteeism often increases due to conflict. Somehow, conflict will reduces

motivation and increases turnover rate. Besides, conflict rise continuity costs, it can

cause damage to ongoing relationships that wrecks the feeling of community in

organizations. Finally, conflict has emotional costs for those involved.

Based on the literature that we review above, we now are acknowledged that conflict

also contribute substantial benefits. According to Bowditch & Buono(1997), conflict

can be a driving force of change. When managed correctly, conflicts will certain

contribute the following results: generating new ideas, solving of continuous problems,

and the introduction of creativity into thoughts about organizational problems.

Managers and supervisors must realize the importance of allowing constructive

conflict. At the same time, management must swiftly and effectively confront conflict

that is detrimental to the organization.


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Figures & Diagrams


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