Innovation in an organization
The weakness can be manifested in many ways, but a major sign of weakness is when a person repeats what he says over and over again (Ciampa, 2005). The key to handling and effectively managing conflict is to interchange those basic feeling towards more positive feeling like strength and power. Empowerment is a feeling of one’s own self worth. Strength is geared towards feelings of recognition, like the other person hears and realises what a manager are saying. It is also very significant to let the other person have those feelings as well.
Over the past few years, as I’ve watched the workplace dashboard, I’ve noticed the conflict needle shift into the red zone. Unfortunately, many managers have weakness of stepping in to resolve a problem when employees gossip about each other, which only escalates the issue. In such way they are trying to control their employees thinking that they prevent conflicts. But actually thy only worsen situation. Needless to say, the employee feels betrayed by a workmate and paranoid about what people are saying, and the beefing employee learns nothing.
Avoiding conflicts a manager also avoid differences of opinion that come about when he is making decisions about things like resource allocation, role responsibility, work performance, and so on. He prefers not to spend time discussing these issues that usually does not come to an amicable agreement. The only way to resolve personality conflicts is to let people know what their behavior is and how it influences them. It’s easier to discuss opinions than it is to discuss behavior; but when someone’s behavior seriously threatens the team’s productivity and cohesiveness, the manager must address it (Hobden-Clarke, 1997).
A conflict is disarranging; it makes people uncomfortable. Yet if we look at conflict with a clinical eye, we will see it as one of life’s normal experiences. However only when the manager attach view to the experience that it becomes positive or negative. If he views conflict as something that shouldn’t be happening on the team, something that will cause relationships to degenerate, then it becomes negative. And if the manager sees it as negative, he tries to avoid it, smooth it over, sweep it under the rug, and hope it will go away (Hobden-Clarke, 1997).
Conversely, if he considers conflict as something that’s bound to happen on any team and see it as an opportunity to strengthen their relationships, then it becomes positive. Seeing it in this light, the manager surfaces it, opposes it, and take the steps needful to resolve it. In order to explore my subject perfectly I used various sources of appropriate information for my work. The particularly interesting sources are “Conflict in General Practice” by Hobden-Clarke and an article on “Almost Ready: How Leaders Move” by Ciampa, D.
Working with these sources I realized that conflict is common and frequently corrosive, but conflict can also be constructive and should not certainly be feared. The authors show how pervasive conflict is, and how protean its manifestations are, but make believe us by emphasising that many of the skills required for the resolution of conflict are kept by general practitioners and good managers—namely, communication and problem solving abilities. In my analysis I used much information in practice. I also put into a practice some advices and methods that authors suggested.
The results were in deed wonderful: I understood that special approach to the resolving of conflict can really bring not only reconciliation but active and successful work of your team. In analyzing my primary weakness among management skills that preclude me to become a high performance manager, managing conflict with others is the area that I am weak at. I have learned that conflict is a natural disagreement resulting from individuals or groups that differ in attitudes, beliefs, values or needs at work. The conflicts can be categorized as people-focused conflict or issues-focused conflict.
It is interesting to know that “one of the leading causes of business failure among major corporations is too much agreement among top management” (Whetten and Cameron, 2005, p. 345). Some of the top management, including the Board of Directors, is simply not challenging enough for its fiduciary role. The failure of Enron serves as a prime example in that regard. In reality, conflict can be healthy when effectively managed and healthy conflict can lead to new ways of thinking, growth and innovation in an organization.