Reference no: EM131426743
Please use article provided named organizational communication and conflicted management as the article to review. It was retrieved from csu online library. Also please use the other sources provided as well as your own
Article Review
Locate an article in the CSU Online Library that focuses on managing conflict in an organization through communication. The article must be clearly related to the course content and have the potential to contribute significant analysis and substantial engagement with the course topic.
For this assignment, you will need to accurately identify the article's premise, significant points in support of the premise, and the significance of those points to the course and/or the field. You need to present an insightful and thorough analysis of the article with strong arguments and evidence.
Your interpretation will need to be both reasonable and compelling. You will need to apply course concepts in your analysis.
As you write the review, be certain to analyze the type of conflict discussed in the article. Use the classifications discussed in the Unit III Lesson (Rahim's functional outcomes and Rahim's dysfunctional outcomes) in your analysis. Be certain to suggest communication techniques to manage functional conflict or, alternately, communication techniques to resolve dysfunctional conflict.
Along with the article being reviewed, you will need to reference at least two peer-reviewed sources. Use the standard five-paragraph format (introduction/body/conclusion). APA format should be used. The critical review should be a minimum of two pages in length. Content, organization, and grammar/mechanics will be evaluated
Introduction
For many people, conflict can be a word with negative connotations. Within an organization, employees may equate conflict to open hostility or harsh, interpersonal clashes. However, conflict is merely a state of unresolved differences between entities. Sometimes, the difference is functionally productive; sometimes, it is dysfunctional. This unit explores conflict within organizations and discusses communication techniques that can help to effectively manage conflict.
Consequences of Conflict
In Managing Conflict in Organizations, M. Afzalur Rahim (2000) explains that conflict has the potential for both positive and negative consequences. In order to achieve the benefits from conflict, an organization must mitigate the negative or dysfunctional outcomes of conflict and develop the positive effects to their highest potential. Rahim (2000) lists seven categories for both functional outcomes and dysfunctional outcomes that have been studied extensively by a variety of authors. The functional outcomes have been provided below (Rahim, 2000, p. 7):
Rahim's Functional Outcomes
1.Conflict may stimulate innovation, creativity, and growth.
2.Organizational decision-making may be improved.
3.Alternative solutions to a problem may be found.
4.Conflict may lead to synergistic solutions to common problems.
5.Individual and group performances may be enhanced.
6.Individuals and groups may be forced to search for new approaches.
7.Individuals and groups may be required to articulate and clarify their positions.
In their groundbreaking study, Scientists in Organizations, Donald Pelz and Frank Andrews (1976) concluded that a certain amount of creative tension had to exist between the states of worker security and conflict to stimulate innovation, creativity, and growth. They noted that employee productivity increased when the organizations they studied changed established patterns or when technical disputes arose. During these times of conflict, communication between employees and between management and employees increased.
Pelz and Andrews (1976) also noted that output improved when management provided positive reinforcement and encouraged employees to participate in policy-making. Positive communication between management and employees helped to promote the functional outcome.
After T. J. Peters and R. H. Waterman reviewed the practices of companies like IBM, 3M, GE, Boeing, and Hewlett Packard, they found that the companies used management practices that were designed to stimulate competition. Many of the organizations created a contest atmosphere by assigning the same problem to two different teams. This manufactured conflict allowed managers to see who would come up with the best solution (Denton, 2002).
A degree of serendipity can develop from conflict. The conversations generated because of the disagreement can lead to alternative solutions by accident.
When conflict occurs between employees working on a project, managers should encourage a dialogue to exchange information regarding the issues. During this information exchange, employees will need to explain their differences in perspective. Without the conflict, this exchange might never happen. Employees will be forced to reevaluate project goals and problems, which can lead to better solutions.
When conflict arises, the organization simply cannot follow the status quo-the established way of doing things-and the need to resolve the conflict can force organizations to try new approaches. This encourages communication, which can trigger creative solutions for problems and encourage new ways to achieve goals.
Conflict can have a direct impact on communication. It can force employees to explain their perspectives and to seek information from coworkers on an issue. Employees will need to explain their differences in perspectives, which might not happen otherwise (Rahim, 2000, p. 7).
Rahim's Dysfunctional Outcomes
1.Conflicts may cause job stress, burnout, and dissatisfaction.
2.Communication between individuals and groups may be reduced.
3.A climate of distrust and suspicion can be developed.
4.Relationships may be damaged.
5.Job performance may be reduced.
6.Resistance to change can increase.
7.Organizational commitment and loyalty may be affected.
Communication Techniques
In "Practicing Conflict Management Can Help Reduce Organizational Stress," Antonioni (1995) discusses four communication techniques that can help effectively manage conflict in organizations. These techniques can both promote functional conflict and resolve dysfunctional conflict.
Assertive communication: Each individual in a conversation needs to stand up for his or her rights, needs, and expectations while also being attentive to the same attributes for the other person (Antonioni, 1995). It is helpful to determine what is at stake and who will be affected by the decisions. The message will be most effective if it considers the entire organizational context as well as the larger context of shareholders, customers, and so forth.
Active listening: Active listening is critical for developing a shared understanding of a problem (Antonioni, 1995). Often, individuals do not listen attentively when another person speaks. The listeners may be distracted or, during a conflict, may be trying to formulate a response to win the argument. In active listening, listeners (receivers) demonstrate that they have understood a speaker through feedback. Receivers can paraphrase the content, mirror the speaker's feelings, ask for clarification, or request additional information.
Problem solving: Defining the problem and identifying the causes are essential aspects of helping to manage conflict through communication.
Negotiation: Generate as many options or alternatives as possible before deciding on a solution. In all but the very simplest problems, there are several possible solutions. Antonioni (1995) believes that both parties need to utilize effective negotiation skills. Focus on seeing the issues from the other party's perspective, he recommends, rather than negotiating solely from a fixed individual position.
Conclusion
As Rahim (2000) notes, it is impossible to eliminate all conflict from an organization. He believes that a moderate amount of conflict is beneficial for an organization and is even necessary for maintaining effectiveness. What remains central to both the functional and dysfunctional results of conflict is communication.
Through communication, the participants establish what the conflict means and the way that it affects the organization. In the functional examples, conflict led to greater communication among the participants. In the dysfunctional examples, employees and/or managers did not communicate effectively, and the conflict was resolved only through increased levels of communication between the participants.
Learning Activities
Apply What You Have Learned
Consider organizations where you have worked in the past or where you are currently employed. Have you encountered any situations of functional or dysfunctional conflict? If so, how did this conflict affect your working environment and job performance?
Non-graded Learning Activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information.
Article - 1. ORGANIZATIONAL COMMUNICATION AND CONFLICT MANAGEMENT by Kenan Spaho
2. Practicing conflict management can reduce organizational stressors by Antonioni, David