Conflict Management for Interactive Conflict - myassignmenthelp

Question: Discuss about theConflict Management for Interactive Conflict Resolution. Answer: Introduction The participants in the interview could have been more professional in the session and behaved in a proper manner to avoid the conflict. Whenever any questions were asked they took it personally and started to react in an inappropriate way. Conflict resolution should be done by the moderator of the session but in the given scenario the individual failed to maintain the decorum (Autesserre 2014). That is why; the interview session was more of a chaos and confusion than resolution of the actual problem. The session could have been conducted in a more effective way if the participants were a bit more careful about their behavior. Conflict resolution skills were absolute necessity for the persons who participated in the discussion session. There can be disagreements between two individuals but that does not mean it will result in a conflict. But it should be taken into consideration that the conflict should be managed before it takes a rough shape. Skills of conflict resolution if posses sed by an individual, it can help in building healthy interpersonal relationships and efficiency in team work (Avruch and Black 2014). Conflict resolution skills and disagreeing voluntarily are the practices that help in building better communication. Causes of conflict Disagreeing on certain points is essential to keep up the spirit of conversation. It is very unnatural that disagreement and conflict resolution will take place in an interview setting. But that notion was changed by the given scenario where none of the members maintained professionalism. They should have listened to one another, respected others opinion and then shared their own. The aim of the interview was to make a good debatable session but instead it became a hurdle to identify the resolving factor in between the chaos and disagreement (Fisher 2016). The moderator of the session should have been sterner in leading the session and stopped the speaker in between when required. If he had done so, then there would have been no scope of conflict arising within the interview. The drawback of the moderator was that he did not speak in those areas where he should have. This is because in an interview setting, it is the leader who talks more than all other members in the group. He shoul d be smart, invite participation of the members, but at the same time it is also important to encourage professional courage which is required to make the event successful this is one thing which lacked in the given situation (Fisher, Kelman and Nan 2013). Strategies to manage conflict Conflict is not something unnatural in a workplace and especially when the topic was about religion. But the participants involved in the program should be careful about the place and the necessary mannerism. It was absolutely unprofessional on the part of the participants to misbehave with each other and hurt their sentiments. They could have made the session effective by using certain conflict management strategies. The conflict of the given situation led to trust breakdown with no effective outcome and ill manners at the end. The strategies that the participants could have used are- accommodating, avoiding, collaborating, compromising and competing (Fry and Bjorkqvist 2013). The accommodating strategy essentially encourages respecting the opinion of other side. Using the strategy of accommodation takes place when the participant on one side wants the issue to dissolve and seek peace. None of the participants in the session was in a mood to resolve the issue or accommodate so they kept on adding oil in the fire. The next step is avoiding. This strategy helps to reduce the conflict in an indefinite way. The strategy helps in resolving the conflict without confrontation by delaying or avoiding the situation. But this seemed to be impossible in the given case because the situation itself promoted the rise of the conflict (Gounaris et al. 2016). There is no way the conflict could have been avoided because it took place as a result of the debate. If there were no debate then there would have been no conflict. Avoiding conflict is taken as a negative symbol on the part of the management or the moderator or the supervisor. If the moderator wanted to avoid the co nflict it reflects that he has low esteem and low power. The third strategy, collaboration works by combining the ideas that are set out by several people. The intention of this strategy is to find out a solution that can be accepted by everyone. But there lies a drawback as this strategy is time consuming (Moore 2014). This cannot be suitable for the conflict of the given situation because time was extremely precious there. The interview session was bound by certain time limit and it is not feasible to extend that time for resolving conflict. The fourth strategy in the process of resolving conflict is compromising. The strategy of compromising wants the participants to surrender on their place or position and settle for something else. It represents the fact that the participants have to give up or sacrifice some elements of their own to mitigate the conflict that has taken place. It can be considered as a useful strategy for the given scenario. But the participants were not at all ready to stand back from their opinion. They had some clear ideas set in their mind and they kept on arguing on those notions over and over again. They were not ready to listen to each other, how will they compromise? The last part of the process of resolving conflict is competing. Competition is regarded as something with no effective solution, but winning on one side and losing on the other (Wallensteen 2015). Many high dignitaries often fail to cope up with this strategy and fails in the end. This is the best option in a limited number of co nflicts or in any kind of emergency situations. This is not feasible for the given case scenario because nobody wanted to lose. This strategy is best suited for businessmen who benefit from holding competitive strategy at the crisis situation. Reference Autesserre, S., 2014.Peaceland: conflict resolution and the everyday politics of international intervention. Cambridge University Press. Avruch, K. and Black, P., 2014. Conflict resolution in intercultural settings: Problems and prospects. Fisher, R.J., 2016. Third party consultation: A method for the study and resolution of conflict. InRonald J. Fisher: A North American Pioneer in Interactive Conflict Resolution(pp. 37-71). Springer International Publishing. Fisher, R.J., Kelman, H.C. and Nan, S.A., 2013. Conflict analysis and resolution. Fry, D.P. and Bjorkqvist, K. eds., 2013.Cultural variation in conflict resolution: Alternatives to violence. Psychology Press. Gounaris, S., Chatzipanagiotou, K., Boukis, A. and Perks, H., 2016. Unfolding the recipes for conflict resolution during the new service development effort.Journal of Business Research,69(10), pp.4042-4055. Moore, C.W., 2014.The mediation process: Practical strategies for resolving conflict. John Wiley Sons. Wallensteen, P., 2015.Understanding conflict resolution. Sage.