conflict management among coworkers Magazine Cover

KMU 1013
HELPING RELATIONSHIP

Conflict
E-MAGAZINE




Conflict Management Among
Coworkers

MEMBER OF GROUP 7

Paulus Bujang Elvestian anak Linggong
(011-15700386) (017-8587172)

Leader: Amirul Hakim Bin
Salim

(011-14058017)

Jallynna Usun Jalong Susan Awing Engan
(012-8155425) (011-12022763)

Lecturer: Dr. Salmah bt Mohamad Yusoff

CONTENTS

1 INTRODUCTION

2 TYPES OF CONFLICT

3 SKILLS AND
STRATEGIES
CONFLICT
MANAGEMENT

4 CONCLUSION

REMEMBER NOT
ONLY TO SAY THE
RIGHT THING IN THE
RIGHT PLACE, BUT

FAR MORE
DIFFICULT STILLS,
TO LEAVE UNSAID
THE WRONG THING
AT THE TEMPTING

MOMENT.

-Benjamin Franklin

INTRODUCTION

Conflict management has emerged as a major subfield of organisational behaviour in a
relatively short period of time. This trend highlights the increased acceptance of conflict as an
organisational phenomenon, as well as concern about its management. We have also recently
seen an increase in interest in cross-cultural management, as evidenced by an expanding
literature and the number of courses offered in management programmes. However, the
existing comparative management literature is not as rich in conflict management as it is in
the other subfields (Kiggundu, Jongensen, & Hafsi, 1983; Triandis, 1994). This is not because
there is no interest in the subject. On the contrary, both comparative and interactive aspects
of cross-cultural conflict resolution are critical to the operation of an increasingly globalised
workplace.

Conflicts are an everyday occurrence in any organisation. Conflicts are unavoidable, but they
can be managed so that the conflict symptoms are recognised in time. It is necessary to
constantly monitor the organisational signals that indicate their existence. If we do not
respond in a timely manner, the conflict may take over management of the organisation.
Problems arise most frequently in organisations where business results are directly dependent
on collaboration, teamwork, and creativity, and where, with only results in mind, we tend to
overlook people and mutual relationships.

Conflict has been defined as a "process in which one party perceives that another party's
interests are opposed or negatively affecting its own" (Wall & Callister, 1995, p. 517). Individuals,
groups, organisations, and even nations can be at odds. This study, on the other hand, focuses
on intragroup conflict, which is defined as. Conflict between group members within a group.
Most researchers distinguish two types of group conflict. Task-related conflicts arise when
group members disagree about alternatives to the group's task, whereas relationship conflicts
arise from interpersonal clashes that are unrelated to the group's function.

TYPE OF
CONFLICT

INTRAPERSONAL CONFLICT

Intrapersonal conflict is a clash of views that occurs within a person. It
involves a disagreement with oneself. For example, a person who has more
than one desires at the same time, such as the desire to complete different
tasks in one time.

INTERPERSONAL CONFLICT

Interpersonal conflict is a disagreement between an individual and another
individual. Interpersonal conflict must involve a disagreement with one or
more individuals due to differences in opinion, views, and desires. This type
of conflict can have an impact on the achievement of goals that are
intended to be achieved collaboratively in organisational conflict.That is
because, in the organization, all members have the same objective, which is,
for example, to increase the company's profit.

CONFLICT BETWEEN INDIVIDUALS AND
GROUPS

Conflict between individuals and groups. This conflict involves individuals
who are under pressure due to the actions taken by a group or groups. For
example, the individual has been subjected to action by the group leader for
not cooperating in completing the tasks given by the employer.

GROUP CONFLICTS IN ORGANISATION

Conflict between groups within the same organisation Disagreements occur
involving employees with employees (staff), executives with staff, Conflicts
in organisational groups typically involve an organization's management
system.

INTER-ORGANIZATIONAL CONFLICT

Inter-organizational conflict. This kind of conflict involves one organisation
and one or more different organizations, usually involving competition and
fighting. For example, the conflict between American companies and China
in business perspective. where the United States imposed high taxes on
Chinese export goods in the United States during the administration of
President Donald Trump.

SKILLS & STRATEGIES Meredith

Aliquam tincidunt quis mi euismod
ultrices. Quisque feugiat iaculis leo et
interdum.

SKILLS

KEEP THE ISSUE TO YOURSELF

1 If the matter only concerns you and your coworker, it’s

advisable not to discuss the matter with colleagues until
the two of you have. If you feel the need to discuss the
matter with someone and for support or outside opinion,
consider talking to your manager or a friend or family
member.

DON'T POSTPONE ADDRESSING

2 THE PROBLEM

Some interoffice problems between employees tend to
start as minor issues and if they are not addressed on time,
can lead to discomfort. Once you’ve concluded that you
have an issue with one of your coworkers, make sure you
discuss it with them as soon as possible. Addressing the
situation right away can lead to a swift resolution.
However, if the conflict is sudden and unexpected, it’s
usually best to wait until both of you have had the chance
to calm down and reflect on the matter.

TALK CALMLY

3 People tend to get emotional during disagreements, but

you should do your best to remain calm during a workplace
argument. Not only does it maintain your reputation as an
employee that’s able to regulate their emotions, but can
also prevent your coworker from being defensive or
aggressive. If you feel that you may find it difficult to
remain calm and collected, you can write down some of
the key points you want to make during the meeting, to
keep you on track. Also, you can ask a friend or family
member to help you rehearse the conversation.

Strategies

IDENTIFY POINTS OF AGREEMENT AND DISAGREEMENT
Summarize the areas of agreement and
disagreement.
Ask the other person if he or she agree on
the assessment.
Modify your assessment until both of you
agree on the areas of conflict.

DEVELOP A PLAN TO WORK ON EACH CONFLICT

Start with the most important conflict.
Focus on the future.
Set up future meeting times to continue
your discussions.

BUILD ON YOUR SUCCESS
Look for opportunities to point out
progress.
Compliment the other person's insights
and achievements.
Congratulate each other when you
make progress, even if it's just a small
step. Your hard work will pay off when
scheduled discussions eventually give
way to ongoing, friendly communication.

CONCLUSION

In a conclusion, workplace conflict exists When a conflict take place, it is not just
between individuals and groups, it may a sign for ‘bad’, sometimes, it means
lead to a series of negative influence to innovation and a more harmonious
the organization. When people work
together, cultural differences, gender workplace has found. When be in a
differences, style differences, all kinds of conflict in workplace, do not ‘hide head
differences occur. Resolve and avoid the in sand’, try to face it and resolve it.
conflict in workplace may increase Improve communication skill, develop
effectiveness for work. Effectively
managed work conflict has many positive emotional intelligence, respects others,
results for the organization even our life.
these are all helpful to avoid conflict.

Create a harmonious workplace is a win-
win situation. Now a day’s workplace
makes conflict management more
important, also, more difficult. After all,
interpersonal skill is necessary, to
communicate is one of the best ways to
solution a conflict.

REFERENCES

Kiggundu, M. N., Jorgensen, J. J., & Hafsi, T. (1983).
Administrative theory and practice in developing
countries: A synthesis. Administrative Science
Quarterly, 28, 66-84
Wall Jr, J. A., & Callister, R. R. (1995). Conflict and its
management. Journal of management, 21(3), 515-
558.
Muspawi, M. (2014). Manajemen konflik (upaya
penyelesaian konflik dalam organisasi) (Vol. 16).
Jambi University.
Kagey, Bob. “Seven Tips for Managing Conflicts
between Coworkers.” Comprehensive EAP, 28 May
2013, compeap.com/seven-tips-for-managing-
conflicts-between-coworkers/.

(Kagey)