Introduction
Conflict is an essential element in the functioning of any society. In the current world, when the speed of life increases daily, and when people connected by ties of joint business activities collide in their interests, a confrontation occurs often. It disorganizes people and puts them in a state where they are ruled by emotions rather than reason. If, in ordinary life, conflict situations, except for stress and temporary mental instability, do not cause harm, then for any leader, they are one of the main enemies because their consequences can be the most unpredictable. In any, even the most successful and cohesive team, sooner or later, conflict situations arise. The manager, following his role, is often at the center of the dispute and is forced to deal with it in all conceivable ways. Thus, conflict management in the organization is one of the head’s most challenging and basic tasks that require constant personal development.
The Essence of Moral Conflicts
Quarrels often arise between organizations because there is inevitable competition between them in the process of ethical problems. It involves the choice of means of victory over the competitor about the price of success (Mills & Mene, 2020). The relationship between organizations, the state, and society can be tricky. Moreover, frequently, there are issues between the organizations-producers and consumers. Organization activities are successful only when it meets the interests of consumers. Nevertheless, consumers can be offered low-quality goods (for example, with an expired shelf life) (Mills & Mene, 2020). Moral conflicts likewise arise in the relationship of organizations with the environment.
Solving environmental concerns by violating ethical and legal norms (for example, hiding information about the degree of harmfulness of production to the environment) is no exception. Moral issues arise within companies; for instance, the relationship between supervisors and subordinates influences business communication. This concerns how and on what basis orders are given in the management process, how service discipline is expressed, which methods are used to encourage subordinates, and to what extent their individuality is considered. Furthermore, there are still troubles in the position of women in the organization: their earnings are lower than those of men working in the same field; there is a limitation on career promotion to top positions (Wallensteen, 2018). Thus, it can be concluded that modern business relations are rich in issues. It is necessary to understand the problem’s essence and develop appropriate legislative documents to minimize the hardships to solve them.
Benefits and Losses from Conflicts
The modern point of view is that conflict in the organization is possible and often desirable. Conflicts, of course, are not always of an optimistic nature. For example, a person may argue in a meeting only because he cannot argue. Group members may accept the disputant’s point of view only to avoid conflict, which may reduce the satisfaction of their needs for power and involvement, and the organization’s overall effectiveness. Ethical problems cause the loss of both financial and moral resources necessary for the whole functioning of the company (Mills & Mene, 2020). However, in numerous situations, the conflict is beneficial because it identifies different points of view, provides additional information, and helps place a more significant number of alternatives. It makes the decision-making process more effective and gives people the opportunity to satisfy their needs for respect and power.
The functions of disputes can be viewed from two perspectives – positive or negative. Firstly, the good parts of contention include that conflict reveals and resolves contradictions arising in human relations, thus contributing to social development. Timely identified and resolved disputes can prevent more serious conflicts that lead to severe consequences. Secondly, the confrontation reveals the positions, interests, and goals of the participants and thus contributes to a balanced resolution of emerging problems. Stabilization of intragroup and intergroup relations reduces social tension, leading to a discharge of tension between the parties to the conflict. Thirdly, it has an informative function, helping to obtain information about the social environment, finding friends and allies, and identifying enemies and ill-wishers.
However, the conflict can bring several negative consequences that interfere with achieving goals. For example, it can cause dissatisfaction and reduced productivity, unproductive competition with other groups, which will be seen as hostile, and their goals as only negative. Conflict can cause a decrease in communications up to their complete disappearance, dismissal of employees, decreased discipline, and deterioration of the socio-psychological climate in the team (Mills & Mene, 2020). Such negative phenomena will lead to a demanding recovery of business relationships in the future.
Currently, managers of numerous levels lack knowledge about conflicts and ways to solve them peacefully. Numerous leaders prefer to solve disputes by force, not even guessing that there are peaceful and constructive ways out of the conflict, leading to a “win-win” and the mutual satisfaction of both parties to the competition (Wallensteen, 2018). These sources, or causes, of conflict increase the likelihood of conflict. Still, even when there is great potential for conflict, parties may not desire to engage in conflict interaction. Sometimes the potential benefits of hiring in dispute are not worth the cost.
Responsibility and Accountability
No less important is the fact that every manager must understand their responsibility for the conflict and be able to accept the consequences. Responsibility for conflict resolution implies that the person is aware of the assumption of any obligations in overcoming disagreements and is mindful of the possibility of manifesting inevitable consequences. Individuals who resolve conflicts independently do not shift responsibility for or their difficulties to others. Genuine internal commitment is characterized by an increase in the specific weight of societal self-government (Wallensteen, 2018). Orientation is essential to inner stimulation as a strategy for optimal conflict resolution. Responsibility for the conflict means taking the initiative, carrying an authorial position, and being willing to take responsibility for the consequences. Consequently, it is difficult to overemphasize the importance of the ability to admit one’s involvement in a conflict. Still, obtaining a specific strategy is vital for every manager to resolve disputes competently.
Manager’s Conflict Resolution Strategy
Life practice demonstrates that conflict is an integral part of human relations, and therefore it exists as long as a person lives. A manager of any level needs to develop skills of rational management of conflict situations, which implies the choice of an adequate strategy and a set of optimal tactics and tools for influencing the opponent. It should be noted that the choice of conflict management mechanisms in the organization is primarily influenced by the participants’ previous experience, their attitude to the current conflict situation, and the basic parameters of interaction. Conflict development as functional or dysfunctional depends mainly on the leader’s ability to address interpersonal relationships (Wallensteen, 2018). An effective manager handles the inevitable conflicts within the organization in such a way that most of the participants involved in the decision-making process remain convinced that the issue has been resolved fairly.
Conflict resolution is a complex multi-step process that, based on conflict diagnosis, translates into conflict prevention, containment, and management. Most people are flexible enough to use different strategies of conflict interaction depending on the situation, even without special training. The method of compromise is most effective for a leader when both parties want the same thing but know that they cannot do it simultaneously. By understanding the structure and nature of the conflict, the parties agree to partially satisfy their desires and partially fulfill the other party’s wishes, exchanging concessions and bargaining to develop a compromise solution (Wallensteen, 2018). When personal ethics and organizational requirements are aligned, the organizational climate is as developmentally appropriate as possible. The compromise achieved allows a different approach to conflict resolution in the future if the initial settlement only eliminated the problem for a short period.
Conclusion
Thus, managerial action in many variations is permissible and necessary to be perceived as a conflict. It is precisely conflict situations that can be points of growth and development of an organization, which can give a significant impetus to forming new relationships. However, to realize this critical function of ethical contradictions, two essential conditions are required: firstly, to change the attitude toward conflicts, to form a positive attitude toward them, and to see conflicts as constructive. Moreover, it is essential to create the ability to analyze conflict situations, manage them, enrich conflict resolution technologies, and observe the principles that promote conflict resolution.
References
Wallensteen, P. (2018). Understanding conflict resolution. Sage.
Mills, B. R., & Mene, C. T. (2020). Conflicts and its management in an organisation: A theoretical review. International journal of scientific and research publication 10 (5), 540-543. Web.