Members of the organization, increasingly frustrated by the scale of conflict within an organization, may decide to terminate their membership. This is particularly detrimental when members are on the board of directors or commission heads After establishing a list of alternative solutions, each participant should discuss their preferred solution. There must also be “reality control” with decision makers. The ideal solution may be too costly or inoperable because of the existing regulatory or organizational policy. The goal is to find common ground and acceptable compromises that allow all participants to feel that their needs are being met and that conflict is being addressed. Once this solution is adopted, an action plan will have to be developed that summarizes the “who, what and when” of the solution to the problem. Ensuring that all parties involved understand their role and tasks is an important step in reaching the solution. Many struggles for resources can be avoided if people realize they are working in an environment of abundance – in other words, where everyone has what they need to work effectively, says Lindred Greer, an organizational professor at the Stanford Graduate School of Business. Keep in mind that the key is to create a perception of fullness, which is why solutions are possible even if acquiring more resources is not an option.
Thinking creative is one way to do it. Yes, for example. B, two departments are competing for a small training budget, HR could offer to provide in-house training so that they can both benefit from it. Because members of the organization work together to resolve a conflict, they are more likely to share their views with the group. Conflicts can also lead members to actively listen to each other as they work towards the goals of organizations. The interdependence of tasks. The first precursor lies in the nature of job dependencies. Basically: the greater the importance of dependence on tasks between individuals or groups (i.e., they must work together or work together to achieve a goal), the greater the likelihood of conflict when there are different expectations or objectives between individuals, in part because interdependence makes it difficult to prevent conflict. This is partly because the interdependence of tasks increases the intensity of relationships. Therefore, a small disagreement can very quickly blow up on an important issue. Having studied some of the factors that are known to facilitate conflict, we may ask ourselves how conflicts occur in organizations.
The most commonly accepted model of the conflict process was developed by Kenneth Thomas. When an organization deals with conflicts for much of their time, members take the time to focus on the key goals they need to achieve. Most large companies have a human resources department whose job it is to provide confidential advice to internal “customers” regarding workplace problems. This could be considered less risky than asking the manager for help. Staff services can also provide an impartial person capable of arbitrating disputes and taking an objective position. Another possibility is the introduction of the figure of the Ombudsman at the organizational level, charged with investigating the common causes of conflict and proposing structural improvements to remedy them.