By Kirk Blackard
Going past discussions of dispute answer, this sensible advisor outlines an built-in version for realizing and coping with clash in businesses.
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Extra resources for Capitalizing On Conflict: Strategies and Practices for Turning Conflict to Synergy in Organizations: A Manager's Handbook
Whichever the case, their behavior is typically obvious for all to see, as they are players in events and patterns of behavior that directly affect productivity and get the attention of managers and other interested parties. The middle layer represents the management processes that make up the organizational structure of the enterprise. This structure includes the many procedures, programs, agreements, decisions, and other initiatives of management that determine how the organization will function.
Thinking about several paradoxes can challenge old ways of thinking and help us see new perspectives as a starting point for defining management’s role in dealing with conflict. Paradox 1: Management Often Must Create Conflict A key management function is to champion a synergy of diverse information and ideas that allows the sum of the knowledge of individuals to be greater than its parts. To attain such synergy, managers must encourage disagreement by bringing together people with different perspectives and ideas and providing a climate that encourages those ideas to surface.
Doing so is necessary to respond to the balanced best interests of all stakeholders. • Operating a business often has some negative effect on the environment. • Optimizing shareholder return may mean laying off redundant employees. MANAGEMENT’S ROLE Thus, while management’s overall objective may be to reduce counterproductive conflict, it must bite the bullet with actions that disadvantage certain stakeholders and cause counterproductive conflict, at least in the short term. Management actions that create conflict include ■ Forcing change that interferes with the status quo and challenges the traditions, practices, customs, status, power, or influence of employees ■ Establishing and articulating corporate values that require actions that conflict with the interests of some employees • Management values diversity, but affirmative actions to further that value and promote more minorities and women may cause conflict with a white male who feels threatened.
Capitalizing On Conflict: Strategies and Practices for Turning Conflict to Synergy in Organizations: A Manager's Handbook by Kirk Blackard