Conflict by Sarah Llano
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Relational conflict at work is inevitable and common, occurring when individuals have incompatible goals or perceive scarce resources. It involves an expressed struggle between two interdependent people. Examples include a coworker playing loud music, arriving late to meetings, or sexual harassment. To manage conflict, clearly express concerns and use the PUGGS approach: describe problems factually, achieve understanding, identify individual and shared goals, brainstorm solutions openly, and select the optimal solution. Successful managers resolve interpersonal conflicts through effective communication that influences people and meets all parties' needs.
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Conflict by Sarah Llano
- 1. Relational conflict at work is inevitable. Relational conflict at work is so common that you may experience it everyday of your work life.
- 2. What is relational conflict? • Relational conflict occurs when others prevent you from reaching your goals. • Relational conflict is an expressed struggle between at least two interdependent individuals.
- 3. Why do coworkers struggle with one another? • Some examples of relational conflict can be a coworker who plays his radio too loud. Another example can be a coworker who always arrives late to meetings, and a more severe example is a boss who has done sexual harassment to an employee.
- 4. Expressed struggle • Its important to let others know when they are blocking your goals. Express your frustrations or concerns, they will not read your mind.
- 5. Interdependence • As a working professional we will always depend on those around us. Conflicts arise because we depend on our co workers to complete projects and tasks.
- 6. Perceived incompatible goals • We have conflict because we may not have the same goals as our coworkers, or we may have the same goals but with different means of achieving them. An example from our text on page 127 is a store manager resolving a conflict with a customer by offering her a free pair of jeans, yet the district manager does not allow this. Both managers want a satisfied customer, but the district manager will not allow the store manager to achieve the task.
- 7. Perceived scarce rewards and resources • This is a lack of reward or credit for your work, or the lack of having the right resources to complete the tasks asked of you.
- 8. Everyone has a different conflict style • High concern for people: those who care more about meeting other peoples needs than their own. • High concern for task: These people care about output or production. For example a high concern for task person with a coffee shop would be concerned about how many cups of coffee they sold. Within these categories there are different styles of conflict: Avoider, accommodator, competitor, collaborator, and compromiser.
- 9. Managing Relational Conflict at Work • The PUGGS approach to conflict on page 135 is: • 1. Describing the problem: Use Descriptive “I” language to describe what the other person is doing that is bothering you. • 2. Achieving Understanding: Make sure the other person understands what the problem is. • 3. Identifying Goals: Identify individual needs and common goals. • 4. Brainstorming Solutions: offer all solutions that come to mind, without evaluation. • 5. Selecting the Best Solution: Choose the solution that best meets all parties
- 10. Successful managers learn how to resolve interpersonal conflict • As we have learned in our course, a good leader uses communication to influence people. • As a discussion question I would like to know if you were a manager, how would you use communication to resolve conflict between your employees.