Dear Vibha.

This is interesting, thank you.

As you put so well, conflict is inherent to human (and some animal ) societies and agglomerations.

Thus it would be unreal to think of workplaces, free of conflict.

If you add hierarchy, conflict is not only inherent, it becomes inevitable.

Personnally, I find that my working places are simply places to work, so I overload myself with overwork, to try and avoid conflictuous situations... 

Maybe this link will help your question:

http://www.forbes.com/sites/victorlipman/2013/04/03/how-to-manage-conflict-at-work/

Dear Vibha.

This is interesting, thank you.

As you put so well, conflict is inherent to human (and some animal ) societies and agglomerations.

Thus it would be unreal to think of workplaces, free of conflict.

If you add hierarchy, conflict is not only inherent, it becomes inevitable.

Personnally, I find that my working places are simply places to work, so I overload myself with overwork, to try and avoid conflictuous situations... 

Maybe this link will help your question:

http://www.forbes.com/sites/victorlipman/2013/04/03/how-to-manage-conflict-at-work/

Often a conflict does not stand on its own. There may be background issues or problems at stake. For instance in the organisation. Or within the people. Or in the development of the organisation and its goals (people have conflicts for instance when things are not going so well in the outside world).

www.zenska-mreza.hr/prirucnik/en/en_solution_11.htm

Its really difficult to handle, as sometimes personal life and character are also assassinated due to conflict of interest. However, through legal steps and actions we try to handle the situation.

conflicts may hinder  progress and development in an organization, lacking strict internal system through, which members make important decisions to prevent and reduce these conflicts, also work as a team needs a big effort and a convergence of views and even interests and this is difficult to achieve ???

Organisation has to under go conflicts may be due to various disturbing problems & for this the management has to view their own evaluation to study & find the nature of conflict.

If it is necessary the management has also to carry their own introspection to find out the reason of conflicts.

It is necessary that the organisation must have an professional approach & attitude & they should organised personnel dept with an independents of their assignment they must also have a full H.R.D dept & it is very likely & in such cases the conflicts between employer& employees .This is my personal opinion 

Vibha,

Although we may accept conflict to be unavoidable... we still try to avoid it. 

• If we avoid conflict we are not as inclined to problem solve. If we don't problem solve, we reconcile problems in other ways.
• Typically,  (conflict) avoidance environments will  have a high presence of blame, This compounds the conflict, making it even more impossible to avoid.
• Expect retention problems, as we seek greener pastures (again, no such animal).
• Current win-lose belief systems don't help much either. Solutions are not typically win-lose; they are more about combining approaches.
• Problem solving in an organization is a collective process, but how much effort is given to improving the ways groups problem solve?
• How much priority do we give to improving collective processes in organizations?
• Who is working with groups that get caught up in dysfunctional norms like using blame as a solution?
• The growth of a group is based on its' belief that it can resolve its problems,
• Blame is the individual's effort to avoid fault.
• Avoiding conflict is becoming more  (and more) about avoiding accountability. 

I'd suggest developing services (for work groups) that normalize problem solving; since we are all agreed that conflict is inevitable.

Just a thought

Dear All,

The typical case is that it is the boss who must have right.  No discussion, no arguments but administrative power. This is certainly unfortunate. I hope that at other places people can be persuaded by logical argumentation.

In some 3rd world organizations, management is employed on the basis of anything EXCEPT merits. This type of management will divide the lower rank & file into loyalists and non-loyalists.

The loyalists will have the same political affiliation as the boss or belong to a certain city or are family-related. The management will use them to spy on their fellows & sometimes to stimulate conflict with them. This conflict may be resolved by the management, afterwards, to pretend that it is a very kind one. In some cases, the conflict is escalated in order to hit some one in the non-loyalist camp so as to punish him/her.

A non-loyalist employee, who refuses to be a slave for the management or to join its political group, is usually subjected to all sorts of discrimination. S/he is not allowed to criticize any wrong attitude or decision made by the management. The criticism will be turned fast into interpersonal conflict & the person doing it will be accused of standing against the management. The consequences of opening the mouth will get this person into various troubles.

The above description shows why there are countries lagging behind since organizations are building blocks either for failure or for success. Failure is the ongoing track in some 3rd world countries

Dear Nizar Matar

You have very deftly brought out the situation in the developing countries. If only the employment is on the basis of merit , the organisations would have grown. Such people can neither handle the organisations nor the conflicts arising there off. The development of these countries/organisations is adversely affected. Despite this no one seems to understand or rectify situations. 

Regards

Vibha Sharma

Dear Maria

Thanks for your response. This is interesting 'to overload oneself to avoid conflict'. Sometime one wants to avoid conflicts but the conflicts chase you! It becomes tricky in that instance. The situation demands one/you to resolve conflicts (thereby creating more conflicts!).

Regards

Vibha Sharma

Not all organizational conflicts are bad. Human resource counselling is an important for the possible prevention and solutions of organizational conflicts.

There were some threads about.

https://www.researchgate.net/post/When_does_an_organization_need_to_have_crisis_management_and_conflict_management

I do not see my previous answer, but I have remembered another thread about this issue, while it is related to both this question and my previous answer.

https://www.researchgate.net/post/Is_conflict_at_work_always_unhealthy

Dear all, most of the organisational conflicts here arise when the lecturers feel that they were not fairly judged on their contribution.  But this particular organization does not consider the contributions of the lecturers in terms of research as much as how well our students performed in their exams.  To ease the matter, most of my research is towards facilitating the learning of my students.  In dry years when students are more interested to study Physics and Math, their performance in my subject dropped.  In view of that, I wrote this paper on motivation.  Then, just recently when the results were announced on Dec 17th, the results on my subject went up again.  Our students' performance will always go up and down.  At one time when the main director came to visit my college, he advised us that we should go and see our own director if we weren't happy about his evaluation of our work.  Many of the lecturers were concerned that we did not get good enough marks to enable us to get a scholarship to do a masters or PhD.

Article Motivation and Achievement of Malaysian Students in Studying...

Dear Colleagues,

Good Day,

"Causes of conflict at work

Conflicts at work can have many causes including:

• poor management
• unfair treatment
• unclear job roles
• inadequate training
• poor communication
• a poor working environment
• lack of equal opportunities
• bullying or harassment
• personality clashes between individuals
• unresolved problems from the past
• increases in workload
• differing values
• needs and expectations at work.
• et. etc. 

Resolving conflict at work

Often an issue can be resolved with a quiet word between individuals.  

Sometimes it will need to use your organisation's internal procedures. For example, if an employee makes a formal complaint against their manager, they will use the grievance procedure (see involuntary termination); if a person is found (after investigation) to be harassing another employee, disciplinary action may need to be taken.

Resolving conflicts at work requires many different skills including active listening, communication, consultation, problem solving, decision making, negotiation and in some cases, knowledge of employment law.

Mediation is increasingly being used at work to resolve disputes between individuals. This can be undertaken by managers in your organisation or by asking a professional mediator to come in and help to resolve the issue."...

Please, see 1st website for details, if you have more time see the rest...

https://knowhownonprofit.org/people/staff/team-communication-motivation-and-engagement/conflict

http://blog.intelligent.ly/2013/02/organizational-conflict/

http://conflict911.com/guestconflict/conflictinorgs.htm

http://mahendrayoung.org/innerPageTemplate.php?pageID=8

http://www.reliableplant.com/Read/29235/resolve-workplace-conflict

As co-author of the paper I completely share Miranda's point of view

Organisational conflict can be handled by looking towards conflict as a natural outcome of organisational commitments and decisions, without personalizing and keeping in mind the legal framework of the organisations.

Sometimes when conflicts are not handled in a mature way in the initial stages it may also escalate to bigger more complex problems even resulting loss of face and harm to the organisations in the longer run.