Tuesday, February 26, 2019
The bringing of people together in social interaction necessarily involves a set of interpersonal kinetics which so hotshotr or later go a dash lead to meshing. scrap amongst people or mathematical groups often approachs from competition for resources, power, and status. Family members struggle for attention. Individuals compete for jobs and wealth. Nations compete for territory and prestige. Different interest groups compete for influence and the power to father rules. Often the competition is non for resources but for ideas, unmatched person or group wants to have the ideas or behaviour of a nonher group suppressed, punished, or declargond illegal.When you consider what a diverse society we live in, with so many assorted backgrounds, perspectives and approaches to life, it is not surprising that encroach is established as part and parcel of our every(prenominal)day life. This is beca drop people will have competing interests and competing perspectives in relation to t he resembling issues, and so we should not be surprised when tensions survive between individuals and groups. Conflict is refer with difference. If we were every the same, then there would be little or no conflict.However, thankfully we are not all the same, and so part of the price that we pay for the richness of diversity is that conflicts will arise at certain ages. Conflicts are inevitable in ones system of rulesal life and personal life. Conflict scats to have detrimental consequences for both the individual and the organization. Performance is adversely affected. Decisions make may not be appropriate. Occasionally, they might even be unrealistic or irrational. Thus, conflicts tend to impair ones efficiency.Some periods, conflict is in addition observed to control rise to certain malad erected behaviours in individuals trying to cope with it. These implicate alcoholism, drug abuse, excessive smoking, under eating or oereating and extremely aggressive or submissive b ehaviour. Conflict has besides certain physiological consequences in that, certain variegates take place within the physiological carcass which are often ignored or unnoticed. Hence, it may be soundless that conflict not only affects an individuals performance, but also gives rise to psychosomatic disturbances, which undermine the health of the individual.It can also be argued that conflicts are not necessarily bad. The progress we have made so far in our civilization is due to the conflict between genius & man. Conflict releases muscularity at every level of human activity, energy that can score positive, constructive results. Conflicts tend to have a motivational value they drive or energize an individual to tackle a situation. To resolve a conflict one might explore different avenues or alternatives of action, which make him/her more knowledgeable. Conflicts also provide opportunities to test ones own abilities.Conflict can occur at personal level, interpersonal level, g roup level. It can be latent or covert. Causes of Conflict 1. Conflicts arise when people are competing for the same resources, when they are not plum distributed or when there are not enough to go round. 2. Conflicts arise when the people are unhappy with how they are governed. 3. Conflicts arise when peoples beliefs c lambast. Religious and governmental views are particularly sensitive, because people often see on these for a sand of identity and belonging.Sometimes the conflict is caused by a religious/political group being attacked sometimes it is because the group is eager to spread a particular belief and even obligate it on others. Some leaders may aggravate religious and political differences as part of their tactics for keeping or gaining power. 4. In the same way ethnic differences can cause conflict, or be made to cause it. Again, peoples ethnicity gives them a sense of identity and belonging, and it is threats to this sense which can cause violent responses, just as individuals may lash egress with angry words or gestures when they feel threatened.Causes of conflict in the work place The cause of work conflict is often interpret and blamed on personalities and misbehaviour, but in reality much workplace conflict is systemic and endemic to the workplace environment. Ineffective organisational systems, unpredictable policies, unsuitable goals, scarce resources, and poor communication can all contribute to conflict in the workplace. Workplace conflict causes loss of productivity, distractions, and employee dissatisfaction. However, management can produce positive results by paying attention to and addressing the true causes of conflict in their organisations.Managing conflict Managing a conflict contains specialized interaction that prevents a battle from becoming a destructive battle. Managing a conflict attends to the personal issues so as to allow for a constructive relationship, even though the quarry issues may not be resolvable. For e xample, the former Soviet Union and the united States managed their conflict during the Cold War by using a manikin of mechanisms. The objective issues in the dispute were not resolved, and neither were the personal issues, which contained epoch-making perceptual differences.However, both sides attended significantly to the relationship to keep the dissonance from turning into a destructive battle. Ways people deal with conflict There is no one best way to deal with conflict. It depends on the current situation. Here are the major ways that people use to deal with conflict.1. Avoidance. Pretend it is not there or ignore it. unremarkably this approach tends to worsen the conflict over time. 2. Accommodation. Give in to others, sometimes to the extent that you compromise yourself. Usually this approach tends to worsen the conflict over time, and causes conflicts within yourself. 3.Competition. Work to get your way, rather than clarifying and addressing the issue. 4. Compromising. Mutual give-and-take. 5. Collaboration. focusing on working together.This approach sometimes raises new mutual contends. effects of conflict Conflicts have positive and negative effects. They can lead to qualify if they are well managed, they can be used as a exposeing experience and they can be used to open up opportunities. However, prolonged conflicts can erupt into violence and disrupt the activities of the organisation, they may also damage relationships permanently and they can also lead to the death of an organisation. smorgasbord Most of us live and think as if the world were static, or as if it should be. As individuals, as professionals, and as members or leaders of organizations, in addition often the way we act, plan, and react betrays the assumption that tomorrow will be much like today, that well slide by all right if we just get a little better, a little smarter, at doing what we are already doing. Some people, and some organizations, fall apart in the view of transmit. They seem well organized until something diverges in their environment. According to Robbins (1999), replace is concerned with making things different.Things must be different because they change constantly. When an organizational system is disturbed by some internal or external force, change frequently occurs. Change as a process, is simply modification of the coordinate or process of a system. It may be good or bad, the concept is descriptive only. It may be constructive, destructive, comfortable or uncomfortable. mass and organizations seem to have a pattern over their lifetimes. People and organizations that smash on change share some fundamental attributes. Change is fractal its base nature looks the same at different scales.So the attributes that make an organization powerfully adaptive also make a relationship bendable and fruitful, a community liveable, and an individual creative, adaptive, and secure in the midst of turbulence. It is not possible to chan ge an organization without changing oneself. Changing oneself will change an organization. The two are inextricably linked. If people seriously intend to assist their organization go through the massive changes, they must set out on a path of changing their own lives, of learning the skills of change and applying them first to themselves.Any change is, in part, physical. It can be silent in ones head, but until it lives in their body, it wont change their behaviour. If a person wishes to be different, that person must learn to move differently, to make different physical decisions. Stick to your knitting, turns out to be a useful thought for dealing with change. However, at the core of every truth is a fallacy, a route to a deeper truth. The fallacy at the core of stick to your knitting is the invitation not to change, to stay satisfied with the way we are.Many of us have a grudging acceptance of the need to change. The reality is that every change is a new skill, one that takes t ime and attention to learn. If I wait to change until I am compel to it, I will be too late. To wait until change is hale on me is to stay perpetually behind on the learning curve. Whe neer a person is trying to change something in his life, they should always remember that change without getting rid of the beliefs that cause the current behaviour or smellings is near impossible.Furthermore, change probably is difficult when one is onvinced that they either saw or felt the belief causing their current behaviour or feeling on numerous occasions earlier in life. When they realize they never saw their belief and they caused the feeling, not reality, their belief will just dissolve. instantly change is the essential of survival and a way of carrying out business. all(prenominal) business firm whether big or small has to change with time or it will perish. This change along with it brings insecurities and pain that forces human beings or individuals to come out of their comfort zon es to zone of uncomfortable debate and this leads to protection to change.