Summary
Empirical contrast: of the leader's intra and interpersonal instrumental personal values, his beacons of light in the spheres of thought and attitudes and behaviors, with managing the conflict towards a functional approach; and her terminal intrapersonal personal values, roots of her heart in the spheres of feeling, lead her to discover the causes of conflict in the intra and interpersonal dimensions.
Abstract
Empirical test: the intra and interpersonal instrumental leader's personal values, their beacons of light in the areas of thinking and attitudes and behavior, to manage the conflict to a functional approach; and personal values intrapersonal terminals, roots of his heart in the areas of feeling, lead to discovering the causes of conflict in intra and interpersonal dimensions.
Introduction
All conflict is fundamentally, contradiction, discrepancy, inner disharmony, and a dissonance that occurs in the (moral) conscience. When it is intrapersonal, it occurs as a consequence of an internal tension, which sometimes becomes anxiety; and if this is prolonged it is the cause of disorders; This is produced by a disharmony between the spheres of thought, feeling and attitudes and behaviors. Inter and intrapersonal storms are a natural and unavoidable aspect of our life, ranging from mild to severe intensity. The origin of the interpersonal is found in the differences between people. When they work together to achieve common goals or participate in the division of labor or have complementary roles as boss-subordinate, teacher-student, and depend on the resources of each,a storm is likely to arise. People are interdependent: when they interact, what each one does influences the other. But, at the same time, everyone has different perspectives, goals, and needs. Combining interdependence and difference of perspectives makes conflict inevitable.
To understand conflicts of interest, we must understand what the desires, needs, goals and interests are, and based on them we set our objectives. It is an ideal state for which we work to achieve them. It happens that the objectives of different people are interdependent and can be given that they are: of common interest or opposite. Sometimes the interests, which are the potential benefits that can be achieved, are not congruent; other times it is the same interests that are in conflict with each other. There is a conflict of interest, when the actions and behaviors of: a person to try to achieve their goals prevent, block or interfere with those of another who also tries to achieve their own.
When the objectives are common, a collaborative relationship can be established, but when they are opposed, it generates a competitive relationship. If they are considered affordable for everyone, there would be no conflict; Markedly competitive biases play a role at times when sharing is not noticed or considered. In people, the typical intrapersonal conflict is the one that arises when emotions of greed, hatred or desires collide with others of fear, guilt or shame. In interpersonal conflict, on the other hand, the parties involved are more than one, they are plural, and the goal pursued is unique. Despite the anxiety generated by both types of conflicts, its negative connotation is not justified, since it is assimilable to mobility, advancement, motor of new behaviors. If no obstacles to objectives or goals arise,no original procedures would be invented to achieve them.
Conflicts in organizations are inevitable and at the same time an opportunity for change, they can act as a positive or negative force. They are beneficial if they are used as a tool for productive change or innovation, or they can lead to the breakdown of a group. In this sense, two types of conflicts are considered: functional, it is a confrontation between people or groups that is positive for the performance of the organization; and dysfunctional, is a confrontation or interaction between people or groups that harm the organization or prevent it from achieving its objectives. If there are very few conflicts, it will be difficult to make changes and innovations and the organization will have problems adapting to changes in the environment, and it may even endanger its survival. If the conflict is too high,the chaos and disorder that this situation brings endanger its existence. The key is to manage it so that it is functional.
In the intrapersonal dimension, conflict is inevitable and can lead to unpredictable results. By existing internal dissonances these can lead to physical and psychological illnesses. When we consult which are the most frequent emotions in the workplace, the answer is: anger (rage) and fear (fear). These produce a lot of pain and do not lead to greater productivity, and even less to individual learning that does not guarantee organizational learning. But, there is no organizational learning without individual learning.
What turns pain into something toxic is the response we usually receive in conflict situations. The role that compassion plays in organizations and the importance of knowing how to manage those toxic emotions in the workplace at the right time and place is key. Leaders must prevent this harmful environment from causing demoralization, impairing performance and affecting the health of the organization. These emotions include: bad intentions shown by some managers through actions that are intended to degrade or undermine self-esteem and self-confidence in their people (respect and honesty); incompetent managers who lack interpersonal skills (responsibility); the falsehood or disloyalty of a manager towards her subordinate, leads to the destruction of trust.
The absence of disagreement is seen by managers as a sign of good leadership.
But it produces dissonance in people and these are generally the causes of interpersonal conflict. Maslow1 observed a high degree of ambivalence regarding the conflict. He warned that managers rationally appreciated the value it had and the competition, agreed that they were necessary ingredients for the free market system. But, his actions demonstrated a preference to avoid them whenever possible. There was then a tension between the intellectual acceptance of the conflict and the emotional rejection of being in this situation. This ambivalence towards him stems from a lack of understanding of its causes and discovering ways to handle them, as well as a lack of confidence in personal abilities to handle a tense and emotionally charged environment.
Hypothesis: The instrumental personal values of the leader, which seem most valuable to them and have assumed: responsibility, honesty, respect, joy and ability to forgive, are the beacons of light of his conscience. They create conditions to manage conflict in the intra and interpersonal dimension.
Theoretical framework
The lack of Compassion (action of love) and the lack of will to Tune in (Love your neighbor as yourself) with the request of another damage any type of relationship. Be it an intrapersonal or interpersonal relationship. When emotional pain (conflict) is well managed, the disposition to face situations that can be painful again is observed, having the strength to cope with them (Tribulation). In these situations you feel satisfaction because you know that the pain will become a learning (change) necessary to obtain better results over time (personal development).
A compassionate response has enormous power and signals to others that their efforts, even if they fail, will have a response of understanding that encourages them to keep trying. People with this competence: Know how to handle difficult people and stressful situations with diplomacy and tact; They detect potential conflicts, bring disagreements to light and help defuse them; They stimulate debate and discussion and they manage to put together win-win situations Hallowell. All of the above precedes it: the: attunement, which has a leader, which begins with the knowledge and understanding of oneself: Self-awareness; then comes self-leadership, without it there will be no leadership; Leaders who demonstrate empathy and adaptability to the moods of others affect both their own brain chemistry and that of their followers. Social intelligence is:a set of interpersonal skills built on specific neural circuits that inspire others to be effective Goleman & Boyatzis.
Analysis and Results
The word "crisis" has two meanings: it means danger (attention); the second opportunity, we can appreciate from reality, that many times these give way to new opportunities. It means thinking and being aware of the conflict that is generated which can lead us to change. One of the peculiar qualities of the human mind is that when faced with a contradiction, it cannot remain passive, but goes into action in order to resolve it. All human progress is due to this fact.
The proper expression of what we feel means analyzing and being aware of them before communicating them, and of how we are reacting to a given situation: we collect information about what is happening through all our senses, they give us only descriptive information, it is say, there is still no meaning or explanation of what is happening; The information is neutral, you decide what it means; Immediately comes the interpretation occurs in the privacy of each person and is not found in others; Then the emotions: spontaneous reactions to the interpretations that have been made. These move to action, prepare the body to act, when they try to hide a lot of energy is required. To the extent that one is more aware of their emotions and feelings,accept them and express them to others (with respect, honesty and responsibility), the more energy you will have available to enjoy life and relationships, also our communication will be more authentic and better; Finally, there is an intention to respond, that is, to manifest certain behavioral guides about how the emotion should be expressed, they give it a direction. These intentions organize actions to express emotions. Once you decide how to express your emotions, the next step is to act Miller, Nunnally & Watchman.they give you an address. These intentions organize actions to express emotions. Once you decide how to express your emotions, the next step is to act Miller, Nunnally & Watchman.they give you an address. These intentions organize actions to express emotions. Once you decide how to express your emotions, the next step is to act Miller, Nunnally & Watchman.
The possibility of change is basically found in the interpretation of the situation and slowing down the process. Usually we carry out interpretations so automatically that it seems difficult to change them. The change in the leader is from the inside out: in the spheres of thought and feeling that reflects it in prudent attitudes and behaviors (respect, responsibility and honesty) 2; bone, personal integrity (Freedom, Inner Harmony and Wisdom). The main source of "personal change" in the leader are tribulations (pain) if not experienced, there is rarely enough humility to change, from this, comes the whole person.
Man has only one true interest and consists in the full development of his potentialities, as a human being. Simple head knowledge is not enough; effective therapeutic knowledge is empirical in which self-knowledge has intellectual and affective qualities. Such knowledge, which comes from experience, depends on the intensity of man's congenital drive for health and happiness. The failure to achieve full maturity and integration of the total personality is a moral failure, it is violating its integrity and destroying its spontaneity.
If the conscience always spoke loudly and accurately enough, only a few would deviate from its moral goal Fromm6. In relation to morality, true transformational leadership is by its very nature: ethical leadership (Bass and Steidlmeier10; Kanungo11); builds trust and empowers its followers, helping them grow as Ciulla12 people. Others have emphasized the importance of consistency in communication and leader behavior and the perception of integrity (Gini13; Kouzes and Posner14; Murphy and Enderle15; Oliverio16; Simons17; Trevino, Brown and Hartman18). Some point out that the leader's model is the most critical factor in determining an ethical culture. Leaders provide a natural source of values for their employees Lord and Brown19.Hood20 found a very strong influence of the boss's leadership style on the organization's values and ethical practices. It is found that when the attitudes and behaviors of the leader are in harmony with their thoughts and feelings, they integrate moral and spiritual components, which have the potential to transform an organizational culture towards transcendent ends.
We conclude that: if there is intrapersonal conflict, internal disharmony, in the spheres of thought, feeling and in attitudes and behaviors it is: a moral failure, this is the first cause of the conflict. The voice of conscience is: morality, however learning to understand its messages is very difficult, since we must be able to listen to ourselves. We pay attention to any voice and to anyone, we are exposed to the opinions and ideas that hammer on us from everywhere: movies, newspapers, news, television and radio. We idolize, we kneel before the works of our hands. Listening to oneself is so difficult because this art requires another faculty, rare in man: being alone with oneself. We have developed a phobia of being alone;We prefer the most trivial and even pernicious company, the most insignificant and meaningless activities; fear to face our conscience and flee. Thus, we lose the opportunity to listen to ourselves, and we continue to ignore the voice of our conscience.
Carelessness that one feels guilty about are not genuine moral problems. But if the genuine, albeit unconscious, feeling of guilt became too intense to be silenced by superficial rationalizations, it will manifest itself in deeper and more intense anguish and even in physical and mental illness. One form of this anguish is the fear of death; not the normal fear of having to die, which every human being experiences in the contemplation of death, but the horror of dying, by which individuals can be constantly possessed. This irrational fear of death is the result of the failure of not having known how to live; it is the expression of our guilty conscience for having wasted our life and having lost the opportunity to make productive use of our capacities.Related to the irrational fear of death is the fear of aging, which haunts an even greater number of individuals in our culture. It is stimulated by the emphasis placed on so-called youthful qualities, such as speed, adaptability, and physical vigor, which are qualities required in a world geared primarily toward success in competition rather than character development. The decay of the personality in old age is a symptom: the proof of the failure of not having lived productively.which are qualities required in a world geared primarily to success in competition rather than character development. The decay of the personality in old age is a symptom: the proof of the failure of not having lived productively.which are qualities required in a world geared primarily to success in competition rather than character development. The decay of the personality in old age is a symptom: the proof of the failure of not having lived productively.
The fear of disapproval, although less dramatic than the irrational fear of death and old age, is a no less significant expression of the feeling of unconscious guilt. If man cannot approve of himself, because he has failed in the task of living productively, he must substitute his own approval for the approval of others. It would seem that he can make himself insensitive to the voice of his conscience. But there is a state of existence in which such an attempt fails and this is: the dream, during which he is isolated from the noises that harass him in wakefulness and is only receptive to his inner experience, which is made up of numerous irrational efforts, but also value judgments and introspection. Sleep is usually the only occasion in which man cannot silence his conscience,But the tragedy is that when we perceive the voice of our conscience in the dream we cannot act and when we are able to act we forget the knowledge acquired in our dream.
Productive activity is characterized by a rhythmic change of activity and rest. Work, love and productive thinking are possible if the person can be: when necessary, calm and alone with himself. Being able to pay attention to yourself is a prerequisite for paying attention to others; feeling comfortable with oneself is the necessary condition for relating to other Fromm6. Paying attention to others requires the ability to control our thoughts and achieve inner silence. It implies understanding that all people have the same right as us and deserve to be heard (respect). Put aside our judgments, temporarily, and be able to listen carefully to the message (no-mind). The above leads to relate that: respect is an act of love and dedication to others;having consciousness without thoughts (not mind) allows us to concentrate and get in tune with the other.
Most frequent causes of conflicts in organizations: difficulty in communication, form of structure, personal differences (value systems or needs). Organizational learning will clearly be the focus of companies trying to produce superior intellectual results through teamwork De Geus21. Although from the outside they seem simple and disorganized, they are supported by a shared and unstructured value system, which allows the informal organization to control the formal one. Ensures cohesion and effective leadership in teamwork Kets De Vries. The instrumental and terminal personal values of the leader lead to the conditions for Douglas McGregor's teamwork.
Teams are more creative and productive when they achieve high levels of participation, cooperation, and collaboration among their members. But, for interaction behaviors of this nature, three conditions are necessary: trust, identity and effectiveness of the Druskat & Wolf group. These arise in environments where emotions are well managed, this requires the leader to establish: a climate of trust, which without respect, honesty and responsibility does not exist; knowing how to listen tunes the most direct communication possible between people -a brain-to-brain communication in which the intellect is limited to being a spectator- and establishes what we could call the limbic link; be able to persuade and compromise (personal integrity); inner harmony as a group (does not mean without conflict);and finally manage the conflict to make it an engine of change: learning.
The team with few interpersonal conflicts, are able to separate the essential issues from those related to the personalities of its members; disagree on strategic issues and continue to understand each other, Eisenhardt, Kahwajy and Bourgeois III note. They employed six tactics to manage the conflict:
- They work with a lot of information and debate on the basis of data and facts. There would be a direct relationship between a good database and low levels of interpersonal conflict; They develop multiple alternatives to enrich the level of the debate. They deliberately develop multiple alternatives and often consider four or five options at once, and even to promote debate, leaders may hand out other potions that they themselves do not support. This increases team sense and promotes greater creativity. It makes the conflict more diffuse: the choices are not black and white; they share previously agreed goals. They viewed their decisions as an exercise in collaboration rather than competition, in which the interest of each was to achieve the best possible solution of common benefit. It does not mean that everyone thinks the same,but it does require the vision to be shared; they use humor in the decision process. They make the workplace entertaining, which helps to release tension and promote collaboration; They maintain a balanced power structure. When the decision-making process is fair, they are accepted without resentment, even when they disagree with them. The idea is that everyone participates in the decisions; They resolve situations without forcing consensus. Most people want their opinions to be taken seriously and are willing to accept that their options will not always be winners. If the procedure is considered fair, that is, everyone's participation and influence has been involved, people will be willing to accept the results even when they are not what they want.They use humor in the decision process. They make the workplace entertaining, which helps to release tension and promote collaboration; They maintain a balanced power structure. When the decision-making process is fair, they are accepted without resentment, even when they disagree with them. The idea is that everyone participates in the decisions; They resolve situations without forcing consensus. Most people want their opinions to be taken seriously and are willing to accept that their options will not always be winners. If the procedure is considered fair, that is, everyone's participation and influence has been involved, people will be willing to accept the results even when they are not what they want.They use humor in the decision process. They make the workplace entertaining, which helps to release tension and promote collaboration; They maintain a balanced power structure. When the decision-making process is fair, they are accepted without resentment, even when they disagree with them. The idea is that everyone participates in the decisions; They resolve situations without forcing consensus. Most people want their opinions to be taken seriously and are willing to accept that their options will not always be winners. If the procedure is considered fair, that is, everyone's participation and influence has been involved, people will be willing to accept the results even when they are not what they want.which helps them to release tensions and promote collaboration; They maintain a balanced power structure. When the decision-making process is fair, they are accepted without resentment, even when they disagree with them. The idea is that everyone participates in the decisions; They resolve situations without forcing consensus. Most people want their opinions to be taken seriously and are willing to accept that their options will not always be winners. If the procedure is considered fair, that is, everyone's participation and influence has been involved, people will be willing to accept the results even when they are not what they want.which helps them to release tensions and promote collaboration; They maintain a balanced power structure. When the decision-making process is fair, they are accepted without resentment, even when they disagree with them. The idea is that everyone participates in the decisions; They resolve situations without forcing consensus. Most people want their opinions to be taken seriously and are willing to accept that their options will not always be winners. If the procedure is considered fair, that is, everyone's participation and influence has been involved, people will be willing to accept the results even when they are not what they want.When the decision-making process is fair, they are accepted without resentment, even when they disagree with them. The idea is that everyone participates in the decisions; They resolve situations without forcing consensus. Most people want their opinions to be taken seriously and are willing to accept that their options will not always be winners. If the procedure is considered fair, that is, everyone's participation and influence has been involved, people will be willing to accept the results even when they are not what they want.When the decision-making process is fair, they are accepted without resentment, even when they disagree with them. The idea is that everyone participates in the decisions; They resolve situations without forcing consensus. Most people want their opinions to be taken seriously and are willing to accept that their options will not always be winners. If the procedure is considered fair, that is, everyone's participation and influence has been involved, people will be willing to accept the results even when they are not what they want.Most people want their opinions to be taken seriously and are willing to accept that their options will not always be winners. If the procedure is considered fair, that is, everyone's participation and influence has been involved, people will be willing to accept the results even when they are not what they want.Most people want their opinions to be taken seriously and are willing to accept that their options will not always be winners. If the procedure is considered fair, that is, everyone's participation and influence has been involved, people will be willing to accept the results even when they are not what they want.
For the above, the leader must: create a climate of freedom and inner harmony that are the foundations of a group practical wisdom (group efficacy); Stimulate diversity during dialogue and debate (development of multiple alternatives), and then manage the unit (share previously agreed goals) when the objectives have been decided, and the strategic direction of the organization towards transcendent ends. A lack of diversity in the composition of the fundamental decision-making bodies makes it difficult to recognize changes in their environment and respond in appropriate and novel ways Cameron, Kim & Whetten.
Results
The key to helping people feel comfortable discussing the ways in which they are different is: “sharing” a commitment to focus on differences (they are observed) and “not” on distinctions (they are created). Differences help us understand potential sources of misunderstandings and give us clues as to how we can work together more efficiently. The distinctions create social barriers for the express purpose of creating (or reinforcing) advantages and disadvantages. The creation of distinctions that fragment, belittle, dismiss, or do not respect, sow seeds of mistrust. Recognizing differences helps and evaluating fragmented distinctions.
We have different talents, then it is required: Attunement to listen, respect without prejudice barriers, with objectivity: inner harmony; Practical wisdom, which is reflected in attitudes and behaviors: Prudent Haslam27, represents an intermediate step between social intelligence and personality; and a compassionate response, (Capacity to Forgive). Joy helps to manage the conflict, transmits messages of tranquility, in which those involved are at the same frequency of vibrations. Paying attention to others requires controlling our thoughts and achieving inner silence. (no-mind). It means respect, it is an act of love (compassion) and dedication to others; having consciousness without thoughts (no mind) allows us to concentrate and get in tune with the other. Consciousness and thought are not synonymous.Thought to exist needs consciousness, but consciousness does not need thought.
To manage the conflict requires:
- Prudent attitudes and behaviors, requiring silence no-mind meditation, freedom; then from the spheres of feeling, inner harmony, springs up what and when to do it; This goes to the spheres of thought to elucidate how to do it, with reason and truth, wisdom; and then in the spheres of action to do it, with respect, honesty, responsibility and joy. Detecting dissonances of the environment and internal, requires inner harmony; thoughtless consciousness (no-mind) is only possible with freedom (no attachment). To bring them to light and deactivate them, requires objectivity and being fair, wisdom. Stimulating debate and discussion about facts and data by evaluating various alternatives. Diversity and discrepancies are the engine of change, ignite creativity and stimulate innovation Adaptability-respect,neatness-responsibility and openness-honesty. Nobody loses or wins, we all learn from everyone, we are free of our own importance. They lead to promoting personal development in all areas: personal, family, work and community.
The causes of intrapersonal conflict are generally: an emotion, reaction of the body to your mind. It means: the perception of the information that is only descriptive, is interpreted without the participation of the conscience, only of the mind (your “I”) and based on that interpretation comes the reaction of responding; with action, which is reflected in unwise attitudes and behaviors towards the situation created by the conflict, and is the main cause of interpersonal conflicts: pride.
conclusion
Personal integrity is a behavior consistent with an ethical and value framework, it has the ability to generate credibility and trust. If there is some dissonance in it and it is maintained over time, it is a moral problem: the first cause of the conflict The personal values of the leader 28 are the bases that lead to the conditions to manage the conflict: intra and interpersonal. These are: the engine of change, ignite creativity, stimulate innovation and encourage personal development. This development is evidenced in an evolution of consciousness.
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