INTERPERSONAL
SKILLS:
SHARER: Mubarak Akanni
Processes & Tools to Manage Conflicts
TABLE OF CONTENT
INTERPERSONAL SKILLS
Interpersonal skills are the skills we use every day when we communicate and interact with other people, both individually and in groups. They include a wide range of skills, but particularly communication skills such as listening and effective speaking. They also include the ability to control and manage your emotions.
Interpersonal skills can simply be regarded as “the skills you need and use to communicate and interact with other people”
Interpersonal skills are the personal qualities and behaviors that we demonstrate when we interact with those around us. These skills can be developed or acquired in certain social situations. Interpersonal skills come under the umbrella of soft skills, which are social and emotional-based skills, but also include executive functioning abilities such as time management and organization.
Whether you are resolving a conflict, gaining someone’s respect or working out what someone is trying to say, interpersonal skills are what keep the wheels turning.
The following are the popular examples of interpersonal skills:
MEANING OF CONFLICT
Conflict is defined as a clash between individuals arising out of a difference in thought process, attitudes, understanding, interests, requirements and even sometimes perceptions. A conflict results in heated arguments, physical abuses and definitely loss of peace and harmony. A conflict can actually change relationships.
In a layman’s language, “conflict is nothing but a fight either between two individuals or among group members”.
A Conflict not only can arise between individuals but also among countries, political parties and states as well. If a conflict is not properly controlled at the early stag, it may lead to war and rifts among countries leading to major unrest and disharmony.
No two individuals can think alike and there is definitely a difference in their thought process as well as their understanding. Disagreements among individuals can lead to conflicts and fights. Conflict arises whenever individuals have different values, opinions, needs, interests and are unable to find a middle way.
In what way do you think conflict may arise?
Processes of conflict, otherwise called Stages of conflict can be broadly categorized into four (4). However, some authors categorized these concepts into five (5). These processes explain how conflict may arise.
PROCESSES OF CONFLICT
FRUSTRATION
As we have seen, conflict situations originate when an individual or group feels frustration in the pursuit of important goals. This frustration may be caused by a wide variety of factors, including disagreement over performance goals, failure to get a promotion or pay raise, a fight over scarce economic resources, new rules or policies, and so forth. In fact, conflict can be traced to frustration over almost anything a group or individual cares about.
CONCEPTUALIZATION
In stage 2, the conceptualization stage of the model, parties to the conflict attempt to understand the nature of the problem, what they themselves want as a resolution, what they think their opponents want as a resolution, and various strategies they feel each side may employ in resolving the conflict. This stage is really the problem-solving and strategy phase. For instance, when management and union negotiate a labor contract, both sides attempt to decide what is most important and what can be bargained away in exchange for these priority needs.
BEHAVIOR
The third stage in Thomas’s model is actual behavior. As a result of the conceptualization process, parties to a conflict attempt to implement their resolution mode by competing or accommodating in the hope of resolving problems. A major task here is determining how best to proceed strategically. That is, what tactics will the party use to attempt to resolve the conflict? Thomas has identified five modes for conflict resolution: (1) competing, (2) collaborating, (3) compromising, (4) avoiding, and (5) accommodating. We will discuss these modes in further detail below.
OUTCOME
Finally, as a result of efforts to resolve the conflict, both sides determine the extent to which a satisfactory resolution or outcome has been achieved. Where one party to the conflict does not feel satisfied or feels only partially satisfied, the seeds of discontent are sown for a later conflict. One unresolved conflict episode can easily set the stage for a second episode. Managerial action aimed at achieving quick and satisfactory resolution is vital; failure to initiate such action leaves the possibility (more accurately, the probability) that new conflicts will soon emerge.
FRUSTRATION
CONCEPTUALIZATION
BEHAVIOUR
OUTCOME
CONFLICT MANAGEMENT
Conflict management is the practice of being able to identify and managing conflicts sensibly, fairly, and efficiently. Conflict management process deals with (perceived) incompatibilities or disagreements arising from, for example, diverging opinions, objectives, and needs.
Since conflicts in a business are a natural part of the workplace, it is important that there are people who understand conflicts and know how to resolve them. This is important in today's market more than ever. Everyone is striving to show how valuable they are to the company they work for and at times, this can lead to disputes with other members of the team.
This conflict management style produces the best long-term results, but it is frequently the most difficult and time-consuming to achieve. The needs and desires of each party are considered, and a win-win solution is found so that everyone is satisfied.
The competing conflict management style rejects compromise and does not give in to the opinions or desires of others. One party is adamant about how they believe a situation should be handled and will not back down until they get their way.
This conflict management skills seeks to reduce conflict by ignoring it, removing the conflicting parties, or evading it in some way. Team members who are in disagreement can be removed from the project, deadlines pushed, or people reassigned to other departments.
The accommodating conflict management style is all about putting the needs of the other party ahead of one's own. You let them 'win' and have their way. Accommodation is used when you don't care as much about the issue as the other person, if prolonging the conflict isn't worth your time, or if you believe you are wrong.
This conflict management style seeks a middle ground by asking both parties to give up some aspects of their desires in order to reach an agreement. This style is sometimes referred to as "lose-lose," because both parties will have to give up a few things in order to reach an agreement on the larger issue.
TOOLS FOR MANAGING CONFLICTS
Conflict is inevitable, that is, It is going to happen whenever you have people with different expectations. This makes conflict management critical, whether avoiding arguments, disputes, lasting conflict or ultimately, litigation. Conflict can be avoided if steps are taken early in a discussion to diffuse anger and facilitate communication, and it can be resolved by applying a series of thoughtfully applied steps.
The following can be considered as the tools utilized for managing conflict;
THE END IS A NEW BEGINNING...
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Mubarak Akanni graduated as a Business Educationist from Unilorin (University of Ilorin). He has been part of the Foundation for more than year as a Volunteer, Learner and Contributor.
He is a professional Graphic Designer with keen interest in the field of technology. His passion lies around Designing, Researching and Sharing knowledge.