Conflict Management in the Workplace

Conflict is a component of interpersonal interactions, and therefore natural in the workplace. While neither inevitable nor intrinsically bad, conflict is commonplace. Conflicts may arise in different forms, exist between and among different levels of the organizational hierarchy, and involve supervisors, peers, or subordinates, as well as customers, clients, suppliers, and other stakeholders. The central idea of conflict management is that organizations can improve in the way conflict is managed by accepting conflict as part of organizational dynamics and by learning to deal with it effectively and efficiently. Given the ubiquity of conflict, it is perhaps unsurprising that the study of its management and resolution has become a popular topic in the last decades, particularly in the fields of management, human resources, and psychology. The aim of this article is to cover current topics in the area of conflict management in the workplace. To do so, the article is divided into different sections. In the different sections of the article, the reader will find academic sources on conflict and conflict behavior, types of conflict in the workplace at different levels, such as interpersonal, team, and intergroup, and a variety of resolution strategies, particularly negotiation and mediation, covering interventions by supervisors, colleagues, and (internal and external) third parties. Further, studies on the link between diversity, culture, and conflict, mistreatment in the workplace, and conflict in specific contexts, such as family business or start-ups, are presented. This article concludes with a collection of works on conflict management systems and tools to measure and evaluate conflict behavior in organizations. The sections included were chosen given the relevance from an academic point of view as well as from a practitioner perspective, where these aspects all are inevitable parts of the understanding of organizational conflict at different levels of complexity, and from understanding these conflicts and the conflict behavior to third parties. Complexity also adds in specific types, as harassment and bullying, often related to diversity and inclusion in organizations, and in specific contexts, as start-ups or family businesses, both rapidly growing fields of academic interest and of high importance to the global economy. Conflict management should also be understood as a system, as the alignment of different possible actors and interventions is essential for effective prevention and intervention. The article ends giving a closer look at validated instruments of use in research and practice to assess conflict behaviors. Regarding the methodology, a systematic approach was followed to select the works appearing in this bibliography. The following keywords were included in the search: “conflict resolution,” “conflict management,” “workplace conflict,” “conflict resolution,” “relationship conflict,” “leader conflict,” “conflict process,” “interpersonal conflict,” “conflict dynamic,” “negotiation,” and “mediation.” Articles were gathered from the academic databases Scopus and Web of Science, and their titles and abstracts were reviewed against the authors’ selection criteria.

Comparison of different head and neck positions and behaviour in ridden elite dressage horses between warm-up and competition

Summary Head and neck position (HNP) has been identified in literature as important influence on wellbeing. It was investigated in ridden elite dressage horses whether there is a relation between the HNP, ethological indicators and the grading in the warm-up area and in the test. 49 starters (83%) of a Grand-Prix Special (CDIO5 *) as part of the CHIO in Aachen 2018 and 2019 were examined. For each horse-rider pair, HNP (angle at vertical (AT), poll angle (PA), neck angel (NA)) used were analysed as well as conflict behavior for 3 minutes each in warm-up area and test. 6571 individual frames were used. The noseline was carried significantly less behind the vertical in test vs. warm-up (5.43 ° ± 4.19 vs. 11.01 ° ± 4.54 behind the vertical; T = 34.0; p < 0.05). The horses showed significantly less conflict behavior in the test vs. warm-up (123 ± 54 vs. 160 ± 75) (T = 76.00; p < 0.01). In the latter, a smaller PA and more defensive behaviour of the horses was observed compared to the test. A correlation between the grading of test and HNP was found (R = 0.38; p < 0.05). The further the noseline was behind the vertical, the higher was the chance of a good rating. The higher riders were ranked in the “FEI world ranking”, the higher were their marks in the competition (2018: r = -0.69, p < 0.05; 2019: r = -0.76, p < 0.05). Horses of riders higher in world ranking tended to show more unusual oral behaviour (r = -0.30, p < 0.05), and a noseline stronger behind the vertical (r = -0.37, p < 0.05) resulting in a smaller NA (r = 0.43, p < 0.05). This are from the point of view of animal welfare problematic results.

Feeling heard: Operationalizing a key concept for social relations

Feeling heard is seen as a cornerstone of intimate relationships and healthy self-development. In public life, feeling heard may play an important role in a well-functioning representative democracy. The current paper aimed to define and measure feeling heard in the context of everyday interpersonal interactions. Based on an integrative literature review, feeling heard is conceptualized as consisting of five components at two levels. At the interpersonal level people feel heard when they have 1) voice, and they receive (2) attention, (3) empathy, and (4) respect. At the collective level people should experience (5) common ground. In two population surveys (N = 194, N = 1000) and a lab study (N = 74), we develop and validate the feeling heard scale (FHS); a concise eight-item scale with good psychometric properties. Results show that the FHS is a distinct and powerful predictor of conversation intentions in many different contexts and relationships. In fact, the FHS is the strongest predictor of intentions for conflict behavior among a set of 15 related variables (e.g., acquaintance, intimacy). Moreover, the FHS explains variance in conversational experiences that other variables do not. We conclude by reflecting on the potential applications of this scale. In interpersonal relations and professional contacts, the FHS enables the assessment of one crucial dimension of social interaction.

Effects of Mediated Communication on Conflict Behavior, Resolution, and Affect in Romantic Couples

Mediated communication such as text messaging influences how romantic couples engage in and perceive conflict interactions, but the precise nature of these effects is unclear. We randomly assigned 43 romantic couples to engage in a conflict interaction either face-to-face ( n = 23 couples) or using a text-based messaging application ( n = 20 couples). Participants completed self-report measures of positive and negative conflict behaviors (e.g., humor and hostility), perceived progress toward conflict resolution, and positive and negative affect (e.g., inspired and afraid). Participants who engaged in more positive conflict behaviors reported more progress toward conflict resolution and more positive affect. Positive conflict behaviors were lower in text-based than face-to-face interactions. Progress toward conflict resolution, positive and negative affect, and negative conflict behaviors did not differ between text-based and face-to-face conflict interactions. The findings highlight the utility of examining both positive and negative conflict behaviors in mediated conflict and suggest that future research should further examine when and how participants compensate for a lack of nonverbal cues in mediated conflict.

CHOICE OF BEHAVIOR STRATEGIES FOR SPOUSES IN RESOLVING FAMILY CONFLICTS

Family conflicts contribute to the reassessment of the system of values, the transformation of social relations and interpersonal relations, the development of the family system, are a source of change for each of its participants. The leading role in the construction of the family system and good relations in it belongs to the marital subsystem, which determines the development of relations in other family subsystems. The propensity of each spouse to conflict behavior, as well as the choice of appropriate behavioral strategies determines the success of resolving family conflicts. Objective. The research is related to the analysis of the essence of the "family conflict" concept and the characteristics of behavioral strategies in conflict; experimental definition and analysis of the main behavior strategies of spouses in resolving family conflicts. Methods. To solve the research problem we used such theoretical research methods as: analysis of scientific psychological literature, generalization, systematization of scientific information; the following empirical research methods were used: conversation, observation, psychodiagnostic method "Diagnosis of a person's propensity to conflict behavior" by K. Thomas adapted by N. V. Hryshyna; processing and quantitative and qualitative interpretation of results. The study involved 16 married couples (husband and wife) with different marital experiences in the number of 32 people aged 26 to 48 years (Kyiv). All the couples have children aged 2 to 21 years. The results of the empirical study of the peculiarities of the behavior strategies choice for spouses in resolving family conflicts showed that the predominant strategies are: "Compromise", which was found in 28.12 % of the total number of respondents and 37.5 % of women in particular; "Rivalry", which was found in 25 % of the total number of respondents and 31.25 % of men in particular; respondents are the least likely to choose the "Avoidance" strategy – 9.38 % of the total number of respondents, 6.25 % of women and 12.5 % of men. We see the prospects for further development in the study of family values and role attitudes of a married couple and their relationship with the effective resolution of conflicts in the family.

Conflict in Organizations and Organizing

Organizational communication scholars define conflict as interaction among interdependent people who perceive opposition in their goals, aims, and /or values, and who see the other(s) as potentially interfering with the realization of these goals, aims, or values. Given that organizations consist of interaction among interdependent people, conflict is inherent to organizational communication. Organizational conflict scholarship includes a rich and diverse body of literature that spans theoretical and disciplinary perspectives as well as methodological approaches and disparate goals, ranging from describing to understanding and predicting conflict behavior, impacts, and outcomes. Scholars conceptualize conflict as both a challenge to the status quo and an opportunity for innovation, creativity, and improved understanding and communication. Research on conflict in organizations has often focused on conflict styles to examine common approaches to resolving or managing conflict. Styles are often defined as predispositions, with the recognition that people also choose a conflict style based on characteristics of a specific conflict situation. The five styles are described as competing, collaborating, cooperating, accommodating, and avoiding. While there are hundreds of studies examining these styles, virtually all of them conclude that collaborating and cooperating styles are considered most appropriate and effective, while competing and avoiding styles are perceived as inappropriate and least effective, especially in the long term. Nonetheless, each style may be appropriate under specific circumstances. Other important dimensions of organizational conflict include how it is managed by leaders and members (supervisors and subordinates), intercultural conflict, and conflict within and across groups. Research has found a relationship between how organizational leaders manage conflict, their openness to the related phenomenon of employee dissent, and employee satisfaction with the organization, leadership, and their perceptions of organizational justice. An important consideration in all conflict contexts is attention to face concerns. In conflict with superiors, in intercultural conflict, and in conflict in work groups, communication that attempts to protect, rather than threaten, each party’s image is most likely to be collaborative, meet all parties’ interests, and maintain relationships. Because it can be especially difficult to manage conflict when there are power differences, it is helpful when organizations create a conflict management system (CMS) to assist organizational members. A CMS often includes a third party who can help organizational members better understand their conflict and assess their options, such as an ombudsperson or an employee relations advisor. CMSs may also provide an array of less costly alternatives to the formal grievance process or litigation, such as mediation and conflict coaching. An important arena in conflict scholarship focuses on conflict education, which examines curricula and programs for all levels, from K-12 to higher education, with the goals of creating communities grounded in shared responsibility and social justice. Research on the development of conflict education and training at all levels is necessary to help foster the innovative and transformational potential of conflict and its management.

The Relationship between Diabetes Family Conflict and Parental Conflict on Problem Recognition in Illness Self-Management among Individuals with Type 1 Diabetes Mellitus

We investigated the relationship between diabetes family conflict and parental conflict on problem recognition in illness self-management (PRISM) among individuals with type 1 diabetes mellitus (T1DM). We employed a descriptive research design. Participants were 243 individuals with T1DM who completed online questionnaires. Data were analyzed with descriptive statistics, correlations, and multiple regression analyses. Results revealed that barriers were felt in all areas (understanding and organizing care, regimen pain and bother, healthcare team interaction, family interaction, and peer interaction), especially peer interaction. The significant influencing factors in the regression model for the total PRISM score of individuals with T1DM were conflict behavior toward mothers (t = 4.44, p < 0.001), diabetes family conflict (t = 5.77, p < 0.001), conflict behavior toward fathers (t = 2.58, p = 0.011), women (t = 2.67, p = 0.008), non-religious (t = −2.33, p = 0.020), and diabetic complications (t = 2.17, p = 0.031). The explanatory power of the constructed regression model for PRISM was 42.0% (F = 30.12, p < 0.001). To promote self-management among individuals with T1DM, the development of interventions that promote improved peer interactions, a family-centered approach, and a program that can minimize conflicts between families and parents are required.

Servant and authoritarian leadership, and leaders’ third-party conflict behavior in convents

Purpose The present study investigates the relationship between servant and authoritarian leadership, and leaders’ third-party conflict behaviors in followers’ conflicts, thereby contributing to integrating knowledge on leadership styles and leaders’ third-party conflict behaviors. This study aims to investigate leadership and conflict management in a context hardly studied: local religious communities or convents within a female religious organization. Design/methodology/approach The authors collected quantitative survey data from 453 religious sisters, measuring their perception of leaders’ behaviors. These religious sisters live in local religious communities within a Catholic Women Religious Institute based in Nigeria (West Africa) and in other countries across the globe. Findings Results show that servant leadership relates positively to leaders’ third-party problem-solving behavior and negatively to leaders’ avoiding and forcing. Moreover, authoritarian leadership relates positively to leaders’ third-party avoiding and forcing behaviors. Originality/value This study expands theory development and practices on leadership and leaders’ third-party conflict behaviors. The authors associate servant and authoritarian leadership with leaders’ third-party conflict behaviors: avoiding, forcing and problem-solving, in followers’ conflicts. The authors offer practical recommendations for religious leaders on servant leadership and leaders’ third-party conflict behaviors.