Psychological approach in Industrial relations:

How to handle conflicts constructively

Dr. K. Kuhathasan CEO: Cenlead

Conflict is part of today's industrial environment. Conflicts need not be viewed as a problem. But it can become a problem if it is handled ineffectively or allowed to be unresolved.

Types of conflict

Conflict in the organisation arises for many reasons.

* Goal conflict: Where one person or one group desires a different outcome from others.

* Cognitive conflict: Where one person or one group holds ideas that are in conflict with those held by those of others.

* Affective conflict: Where one person's or group's emotions, feelings or attitudes are incompatible with those of others.

* Behavioral conflict: Where one person or group behaves in a way that is unacceptable to others.

Goal conflict is perhaps the most dangerous to the organization as a whole. Groups within the organization, who no longer hold the goals of that organization, as their own, may well develop alternative goals at odds with the objectives of the organization.

Leaders must accept conflicts as a sign of a healthy, growing organization. Such conflicts should be monitored for extremes, so that they would not reach unproductive levels.

The introduction of new systems and ideas is frequently met by this kind of conflict.

Cognitive conflict: Cognitive conflict will always present the dynamics of change. Cognitive conflict will always be present at the development of new work groups and with the introduction of new members of staff.

Affective Conflict: Involves the individual's emotions and as such is the hardest to manage. People in affective conflict are never reasonable and often the outsider cannot see any reason why the conflict should exist at all.

Behavioral Conflict is frequently resolved within the group itself. People who wish to remain members of the group usually conform to its accepted patterns of behaviour, even where they themselves do not fully agree with the patterns. Behavioral conflict often results in a member leaving the group in search of one more suitable.

Other causes

* Inaccurate or incomplete information. People can only base their opinions and feelings on the information that they have. If people do not have complete and accurate information they may interpret a situation in different ways, which can lead to conflict.

This is why it is so important to have open communication between you and your team and within your team.

* Inappropriate or seemingly incompatible goals. It is important that your goals, the goals of the team and the goals of each team member in the organization, are compatible.

It is important that you all have shared values and a shared purpose in the team to minimize conflict.

* Ineffective or unacceptable methods. If the team's objectives and success criteria are confused, or if team members are given inadequate support, the result is disarray. Some members do not act according to the principles established by the group. This is unacceptable to other members of the group and so can lead to conflict.

* Antagonistic or other negative feelings. If there are longstanding resentments and hostilities within the team, a small incident can re-ignite negative feelings. That is why it is important to resolve conflicts as soon as they occur.

View conflicts as positive signals

More mature leaders recognize that conflict is an inevitable part of any lively organization.

Uncontrolled conflict, of course, destroys the organization. The leader must read the signs of interpersonal and intergroup conflict.

In this sense, the organization's leader manages conflict by monitoring it closely. The following signs are particularly important in spotting when the conflict is brewing:

* Too much strong feeling attached to seemingly trivial topics

* Rapidly shifting eyes or glaring in interpersonal contacts

* Name-calling and personal attacks

* Implied or expressed threats

* Expressions of despair, anger, panic, or desperation

* Needless harping on the same point up

Healthy signal

Leaders must accept a degree of conflict as the sign of a healthy, growing organization. Such conflict should be monitored for extremes so that it does not reach unproductive levels or is not unnecessarily suppressed and avoided.

* Accept a degree of conflict as the inevitable sign of a vibrant, learning organization.

* Develop personal and organizational sensing mechanisms for monitoring conflict levels.

* Use active listening to understand organizational conflict and to channel it constructively.

The way conflicts are handled within organizations

* Is conflict viewed as negative?

* Is the environment over competitive? Is conflict seen as a situation in which one side must win rather than an opportunity for learning and growth?

* Is conflict repressed, or smoothed over and avoided? Problems may be avoided temporarily, but under the surface there is anger, discomfort and frustration.

* Alternatively, are people always question in a non-blaming manner, looking for ways to improve? If managed properly, conflict can be an important source for new ideas and approaches.

Psychological approach

Maintain respect for others and yourself. Do not show a lack of respect for others, always stick to the issues, never resort to personal abuse.

Empathize with the other person. Try to understand how the other person is feeling, try to understand his point of view.

Do not try to change the other's identify or style of behaviour. You will get better results if you adjust the way in which you respond rather than if you try to change the other person's behaviour.

Express your own point of view carefully. If you disagree you must say so clearly and assertively. You may have to move your position if the majority do not agree with you. Nevertheless, if you disagree, it is important that you state your opinion clearly and concisely.

Role of managers

To resolve disagreements, managers should help the parties to proceed through several steps.

* Preventing or reducing undesirable emotions

* Identifying the central issues in the conflict

* Identifying possible solutions

* Choosing the best solution, with consideration for the views of the parties and others who are seriously affected.

* Implementing the best solution, including communicating it to those who are affected but who are not parties to the dispute.

Final Tips

* Have a positive attitude towards people.

* Understand the psychology of those around you.

* Appreciate the needs and contributions of associates.

* Don't argue unnecessarily.

* Keep problems to yourself.

* Develop a positive attitude to work.

* Understand the business environment.

* Be a visionary.

* Be flexible.

* Create management options.

* Encourage team work.

* Open discussions.

* Build a coalition of supporters.

Steps to Good Networking

* Meet people

* Create an impact

* Develop friendships

* Get going