Conflict Management And Human Relations Approach

Conflict refers to perceived differences resulting from disagreement moreover, conflict management is then the application strategies to improve or repair these perceived differences through a positive outlook. In years and years managers have been taught how to picture conflict as a negative, however, it may either be practical or impractical. In addition, impractical conflict is harmful and leads to diminished productivity in which practical conflict may require improved work effort and better task performance, for example Borisoff and Victor(1998) mention that as people, differences should be recognised and acknowledged but equally communicated as people are driven to find creative solutions to problems in nature.

The Sources of Conflict

This approach to conflict management predominated during the nineteenth century until the 1940s.

Human relations of conflict management in turn prevailed from the late 1940s all the way to the mid-1970s. The term "conflict management" was then introduced which is according to Nurmi and Darling. This outlook represented conflict as a natural and inevitable incidence of any organisational setting because conflict then was considered unavoidable. The human relations approach advised cooperation between those involved as well as acceptance of conflict and advised that conflict should not be dismissed as it may possibly benefit the organisation. Furthermore, avoiding conflict is not always the most pleasing strategy for handling most conflicts. Avoiding conflict usually leaves one feeling neglected and it usually fails to resolve the perceived differences that caused the start of the conflict, as a result, conflict avoidance strategies are not recommended as useful in the long

This considers not only accepting conflict, but also encouraging it. On the other hand, theorists believe that a conflict-free and cooperative organisation tends to become inactive and nonresponsive to market change and growth. For example, stated by Shelton and Darling “Conflict is a necessary condition for both individual and organisational progression. It encourages managers to embrace conflict and use it for continuous transformation." Therefore, it is advised for managers to consider a minimum level of conflict to maintain a flawless level of organisational performance.

CONFLICT MANAGEMENT METHODOLOGIES

Management experts have designed and suggested a number of options for dealing with organisational conflict. Figure 1 below highlights various factors in regards to the Conflict Resolution Grid, which is a popular research grid by Thomas and Kilmann. Thomas-Kilmann Grid - Figure 1

This grid identified by Thomas and Kilmann is formed from five conflict management styles based on cooperation and assertiveness. Any of these five resolutions may be appropriate for use based on the personalities of the individuals or the circumstances of the situation. Cooperation being the assessment and willingness to allow another party to reach or achieve their goals while assertiveness resulting in the extent to which an individual achieves his or her own objectives, goals and