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De-escalation refers to the methods and actions taken to decrease the severity of a conflict, whether of physical, verbal or another nature. It is the opposite of escalation. De-escalation may also refer to approaches in conflict resolution, by which specific measures are
Organizational conflict, or workplace conflict, is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations. There is the inevitable clash between formal authority and power and those individuals and groups affected.
Conflict avoidance is a set of behaviors aimed at preventing or minimizing disagreement with another person. These behaviors can occur before the conflict emerges (e.g., avoiding certain topics, changing the subject) or after the conflict has been expressed (e.g., withholding disagreement, withdrawing from the conversation, giving in).
By Jessica Harper Each employee possesses a unique set of attitudes, ideals, and beliefs that may differ from that of their co-workers. Sometimes, these personal differences can lead to conflicts ...
Defensive communication leads to the degrading of discourse in a group. Defensive communication is a communicative behavior that occurs within relationships, work environments, and social groups [1] [2] when an individual reacts in a defensive manner in response to a self-perceived flaw or a threat from outsiders.
Counterproductive work behavior (CWB) is employee's behavior that goes against the legitimate interests of an organization. [1] This behavior can harm the organization, other people within it, and other people and organizations outside it, including employers, other employees, suppliers, clients, patients and citizens.
Task conflict encourages greater cognitive understanding of the issue being discussed. This leads to better decision making for the groups that use task conflict. [13] The second is affective acceptance of group decisions. Task conflict can lead to increased satisfaction with the group decision and a desire to stay in the group. [14]
Managers should avoid blaming interpersonal conflicts on personality clashes. Such a tactic is an excuse to avoid addressing the real causes of conflict, and the department’s performance will suffer as a result. Managers must be able to recognize the signs of conflict behaviors and deal with the conflict in a forthright fashion.