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Conflict is a collision that is caused by the difference of needs, values, ideas, and interests between people or within the self. Conflict can stem from all sorts of issues that include: poor distribution of work, personal issues, poor communication, lack of planning, etc. Also, conflict relies heavily on an individual’s social style, because each style caters to a preferred way of acting, thinking, and making decisions. In the workplace, conflict is broken up into three parts: Individual Conflict, Interpersonal Conflict, and Intergroup Conflict.
Overall, conflict is inevitable and is an issue that should be dealt with properly in any circumstance. The outcomes of this tension could be positive or negative, so it is important to have an organized method to approach conflict in any situation.
Individual Conflict begins with a stir within the self, when an individual’s motives and values compete with other goals, usually a role or task they are given in an organizational setting. This clash causes doubt, frustration, stress, and fear.
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The person has to be faced with a choice of either listening to what they feel is right or conform to what the opposing motive requires. In the end, this can lead to role overload and the possibility of not meeting organizational expectations. Interpersonal conflict comes in the form of differences between people of different values, upbringings, education, experience, and traditions, and job titles or functions. On both sides, people are faced with the same issue or situation, but interpret it in different ways.
In this form of conflict, individuals tend to think and act on a personal level, instead of on the basis of the interests of others or the organization.
Lastly, Intergroup Conflict occurs when there is dissension between groups of people. This may occur when 2 or more small groups are working on a similar project, or when different groups have to share resources. This pressure that is put on each group is deflected inward, and differences in opinions and ways of doing things stand in the way of accomplishing tasks. Conflict is complex and multifaceted, but how does it get resolved? To properly diffuse and come to a solution of disputes, the conflict must be approached with caution, respect, and determination. A good first step is defining acceptable behavior. Conflict isn’t preventable, but escalation can sometimes be prevented. When working through a solution with others, it is helpful to lie out some form of 'ground rules so that everyone's voices are heard, and that respect and poise is maintained, especially in the workplace. This technique will prevent unnecessary frustrations.
Once expectations for behavior and etiquette are defined, the conflict must be addressed headon. When people “beat around the bush” or don't say what they mean, misinformation is given and the process of finding a resolution is delayed. Next, it is essential to be empathetic and be aware of the different perspectives that come to the table. It can be helpful to be aware of others’ motivation for their actions, in order to lead in a direction with least resistance. By approaching tactics through trying to help others reach their goals in conjunction with one’s own, the group as a whole will begin to feel like their concerns are being heard, and the group will start to work more cohesively.
The fourth technique is about evaluating how important the presented issue is, and when and if it is appropriate to solve the disagreement, or avoid it and not contribute to the problem. When situations are important and there are enough factors at stake, it is necessary to work towards communication and cooperation for the benefit of the whole organization. The final and fifth step is to change how one views the conflict. Disputes don't have to end on a negative note. Conflict can be used as a great learning opportunity for new perspectives and growth for an individual, from what is grasped from others’ tactics and ideas. There is value in differences, and some of the best innovations come from the most diverse groups.
Observing the components that create conflict and how to find resolutions are important for businesses to thrive. Having a cohesive work environment increase productivity and employee morale. In the field of Insurance, conflict is a never-ending struggle and comes in many different forms whether it’s between coworkers, with clients, or even within one’s self. Insurance and sales are very competitive career paths and attract conflict because the profession deals directly with people’s needs. Selling a product like insurance can be very difficult considering that it deals with people’s money. Oftentimes, clients’ beliefs and emotions affect sales, because the decision to purchase affects their livelihoods.
In a personal interview, I spoke with Sara Gregor, a mentor of mine from Northwestern Mutual. Northwestern Mutual is a company that not only sells life insurance, but also works to help people invest and plan their finances. Sara works as a Financial Representative, and has a very intriguing and fresh perspective of what it's like dealing with conflict in her career. Sara’s main points touched on how she approaches conflict through her social style, when working with her clients on a day-to-day basis, and her coworkers in a competitive environment.
To begin, Sara has a driver social style. Being a driver, Sara is someone who is very driven, direct, and likes to get things done quickly. She is very businesslike and to the point when approaching tasks. Sara performs well as a Financial Representative because she is self-driven and uses her time well when working with her clients. However, even though her social style sets her up for success when producing numbers, she struggles at times when working with others who differ from her. In our interview, Sara explained how she loves her work, because she can be independent and can achieve her goals on her own timeline. She enjoys feeling in control of her success. However, on various occasions, Sara experiences conflict with her clients and coworkers.
In the office Sara is surrounded by like-minded people, but is conscientious of the competition the jobs brings. She explained that they have a small team, so everyone is very aware and knowledgeable of everyone else’s performance in the office. Motives to be the “best of the best” arise, and sometimes that results in gossip, that eventually makes its’ way to her office door. Sarah chooses not to create a bigger issue, and stops the rumor once it reaches her ears. She encourages those who come to her about the untrue things they’ve heard, that the behavior is harmful, and that she will not participate in fueling the issue.
The end of our conversation involved how Sara had to find ways to modify her behavior when working with clients. She is very driven and end-goal oriented, but often, especially around the holiday season, clients aren’t always willing to talk and don’t want to purchase insurance plans. Sarah’s social style would tell her to just keep pushing, but often times that causes tension, pullback, and sometimes, frustrated encounters from her customers. To achieve better outcomes, and potentially preserve her numbers, she adjusts by following the motto, “timing is everything”. This helps her focus on what the customer needs and not what goal she is trying to reach for the day. She adjusts her tone, asks questions, and listens to understand, not to respond. These techniques diffuse most of her issues, and makes second appointments and follow ups simpler, because she worked to preserve the relationship with the customer.
From Sara I learned a good deal about making the best of a situation, and modifying behavior to work with people who have different needs and ideas. When thinking of working in a people- serving field, I would like to follow suit. In terms of potentially being a manager in the future, I would like to plan to approach conflict with firmness, respect, and planning. I will work with people of various backgrounds, personalities, social styles, and preferences, and will need to implement values and a vision that is inclusive of my employees and my customers. To prevent conflict between management and employees, I will implement structure through diversity and inclusion training, conducting team-building opportunities, fostering a familial type bond amongst my employees, and cultivating a welcoming organizational culture. As the manager, I serve as the role model. The expectations for preventing and solving conflict in a professional manner start with me. I’d like to take wisdom from leaders and managers before me, in order to bet serve my company. Conflict is an uphill battle, but with the right mindset and proper action, it won’t get in the way of what I hope to accomplish.
Conflict Largely Depends on a Person’s Social Style. (2023, Feb 21). Retrieved from https://studymoose.com/conflict-largely-depends-on-a-person-s-social-style-essay
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