How to Manage Conflict in the Workplace

As project attractor of a sort of ten undivideds, there are a variety of situations that may lead to potential strife. Despite the distrust of various conflict endurance styles, one thing is accredited ? conflict will occur. The following three conflicts are judge to arise during my role as group drawing card:

1) rival for primacy among group members;

2) Lack of consensus among group members; and,

3) Lack of response by members to group loss leader closing-making style.

These conflicts are expected to arise in performing group tasks because they are common conflicts that impact the over all success or failure of work groups. Lewis (1997) argues that competition for primacy in a work group is commonplace (85). Hinsz (1995) argues that achieving consensus among group members is today related to group performance measures (360). Vroom (2000) maintains that group leader decision-making style leads to goal congruence and reduced conflict (230). Therefore, when such commonplace conflicts as the above three occur, their successful resolution has a positive impact on outcomes.

To handle the conflict of competition for primacy among work group members individual orientations of group members essential be considered.

There is no simple method for transforming individual preferences into group preferences, but the best outcomes result wh

The adoption of a participatory style of oversight is most effective for today's work environments focused on group activities. Employees tend to produce more under democratic leadership, by more self-motivated in the absence of autocratic leadership, and are ameliorate at achieving consensus by reducing conflict. As Dubrin (2000) points out, "A consensus-style leader encourages group discussion about an issue and then makes a decision that reflects the consensus of the group members" (380). This allows individual members to feel more empower and more committed to achieving goals and outcomes of the group because of helping shape lowest decisions.

2) Create group decision rules through establishing procedures for group decision making that are the result of ongoing negotiation among all group members.

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