Search results
Results from the WOW.Com Content Network
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of conflict in the workplace. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting. Properly managed conflict can improve group outcomes. [1]
Many difficulties in this area are beyond the scope of management and more in the province of a professional counselor or workplace mediator, but there are some aspects of personal conflict that managers should understand and some they can possibly help remedy. Social conflict refers to interpersonal, intra-group, and inter-group differences. [1]
Conflict management is the process of handling disputes and disagreements between two or more parties. Managing conflict is said to decrease the amount of tension; if a conflict is poorly managed, it can create more issues than the original conflict.
Conflict avoidance refers to 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).
Avoidance coping is measured via a self-reported questionnaire. Initially, the Multidimensional Experiential Avoidance Questionnaire (MEAQ) was used, which is a 62-item questionnaire that assesses experiential avoidance, and thus avoidance coping, by measuring how many avoidant behaviors a person exhibits and how strongly they agree with each statement on a scale of 1–6. [1]
Hogg and separately Deanne et al. stated that groupthink can occur, for example, when group members rely heavily on a charismatic figure or where members evince an "evangelical" [34] [35] belief in the organization's values. Groupthink can also occur in groups characterized by a friendly climate conducive to conflict avoidance.
Lack of commitment: feigning buy-in for group decisions creates ambiguity throughout the organization; Avoidance of accountability: ducking the responsibility to call peers, superiors on counterproductive behavior which sets low standards; Inattention to team results: focusing on personal success, status and ego before team success
The second important feature of Douglas's work is a particular account of the forms that competing structures of social organization assume. Douglas maintained that cultural ways of life and affiliated outlooks can be characterized (within and across all societies at all times) along two dimensions, which she called “group” and “grid”. [4]