In most organizations people do not have good relationships within the work area, many of them are healthy and pleasant where teamwork is reflected, however, we see in other organizations where relationships are difficult and cause labor conflicts, in turn causing unfulfilled objectives and goals.
As Chiavenato (2009: 390) mentions, “The conflict occurs when one of the parties (be it an individual or a group) tries to achieve its objectives, which are linked to those of another party, and interferes with the efforts of the latter. The conflict is much more than a simple disagreement or disagreement: it constitutes a deliberate interference, active or passive, to block the attempts of the other party to achieve their objectives ”.
And according to Robbin (2013: 446) “A conflict is a process that begins when one of the parties perceives that the other affects or may affect something that the first considers important”.
According to the two definitions, it can be concluded that the conflict is a confrontation between individuals or groups who perceive that the other party is threats to their personal and / or work goals, this perception can be negative and destructive or positive and constructive.
Chiavenato mentions the levels of conflicts that can occur in an organization:
Intergroup conflict: Behavior that occurs when the organization's participants identify with different groups and perceive that others can hinder the achievement of their goals.
Interpersonal conflict: It occurs between people who have antagonistic interests and objectives. It generally involves emotions.
Individual conflict: It is the conflict that a person faces with their own divergent and antagonistic feelings, opinions, desires and motivation.
As you can see, the three levels of conflicts directly influence the objectives of the organization and are present in most functional areas, which affect its performance and productivity, at the same time creating a tense environment among all employees. collaborators and unproductive time in activities, however, conflict does not always have to be seen in a negative way, since the conflict process leads to positive and negative consequences, as long as the people or groups involved change their attitude and mentality of working as a team and in synergy to achieve the objectives of the organization, this is an important point where organizations must seek strategies to identify and solve the different conflicts that arise within it.
An important part of the conflict is that individually people involve at all times the emotions that provoke the way they act and decide in certain circumstances, bringing with them the effects of the conflict according to Chiavenato:
Beneficial effects:
- Increase in group cohesion Innovation Change in relations between groups in conflict
Destructive effects:
- Frustration Loss of energy Decreased communication Confrontation
Conflicts can be solved in different ways:
- Escape or evasion: flee from problems The impasse: generates blockages or paralysis Win-lose: the winner gets something and the loser suffers a reduction Reconciliation: negotiation, transactions and adjustments (It generates new conflicts) Integration: nobody sacrifices interests (analysis, creativity and global vision)
The solution for the management of the conflict falls on the directive and managerial positions, which means that they must be good leaders to take the most optimal solution to the conflict presented; An important point in the conflict resolution process is the communication that exists between the parties, likewise, giving a solution that in the end is not favorable, can bring more serious consequences to the individual or work group, that is why It is essential that the commission and the people involved to solve the problem have an open mind, disposition, knowledge of the problem and put feelings aside, to give new alternative solutions and reach a favorable agreement between the parties, thus benefiting the the organization in meeting the goals.
Bibliography
- Idalberto Chiavenato (2009), Organizational Behavior, Mexico DF, Second Edition, Editorial Mc Graw Hill. Stephen P. Robbins and Timothy A. Judge (2013), Mexico, DF, Organizational Behavior, Fifteenth Edition, PEARSON Editorial.
