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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.
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).
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.
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 .
Expectancy violations theory (EVT) is a theory of communication that analyzes how individuals respond to unanticipated violations of social norms and expectations. [1] The theory was proposed by Judee K. Burgoon in the late 1970s and continued through the 1980s and 1990s as "nonverbal expectancy violations theory", based on Burgoon's research studying proxemics.
Although not as frequently cited, UMT also has widespread applicability to the organizational setting (i.e., the workplace). Research in this setting has included examining the role of uncertainty in unhealthy workplace behavior. [12] Other work has examined expected employee behaviors, channels of communication and deviant employee behavior. [13]
Blame avoidance is an often observed behavior in politics, which is worsened when meeting the doctrine of transparency, assumed to be key for good governance. [ 12 ] When politicians shift blames under polarized conditions, the public sector organizations are often the target.
Much of the communication in a workplace is between managers and subordinates, increasing the need for efficient and supportive communication strategies. [1] Defensive communication in the workplace can be caused depending on who the leader is and burnout. Burnout is a reoccurring situation that contains to happen in every workplace [1].