Chapter 11 - The Strategy of International Business

6 CAUSES (& SOLUTIONS) OF CONFLICT

. The Six Causes of Conflict There are generally only six reasons for workplace conflict. 1. Communication 2. Respect 3. Recognition 4. Trust 5. Role expectations 6. Style Communication It is first for a reason. This is the root of so many problems and conflicts. One of the reasons it is the lead contender for conflict is because may people assume the other person knew what they were doing.. Respect When person behaves in a manner another finds disrespectful, conflict ensues. Very often people have very different notions of what is respectful behavior or not. In todays multicultural world, it is even more true. Typical ways this becomes apparent is one person not acknowledging another, perceived rude remarks, being dismissive, embarrassing comments and so forth. Solution Engage in the Platinum Rule. The Golden Rule is to treat everyone as you wish to be treated. The Platinum Rule is to treat people as they wish to be treated. Be alert to signs and body language as you interact with people. Style A persons personal style may get in the way of their effectiveness. Some typical style conflicts are the introvert and extrovert, the structured planner and the innovator, the long-term employee and the new employee. Instead of recognizing the value of different styles, a negative assessment is given to the differing style. Solution Become aware of your own style and modify it when necessary. An example of this is an introvert working at customer service. That employee is seen as rude, slacking, and unhelpful. In fact, they are just too shy to reach out to customers. Some training and practice in scripted responses to typical interactions would be helpful here. Recognition An employee doesnt feel they are being acknowledged or recognized for their contribution by the other party. The typical perception is not understanding (or attempting to understand) the contributions of the party, failing to defer to the other party or failing to involve

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Chapter 11 - The Strategy of International Business

the other party (may be because of status or rank) in a process. An example of this might be failing to include the line-employees in a decision that will affect how they do the job. Solution Acknowledge other peoples contributions frequently. Make the recognition to them. It doesnt count if they dont know about it. If you are in a position to make a decision that will affect another group or individual, get their input. You may not be able to implement their ideas, but you can explain why you are making the change. Role expectations We often define what a good employee is through stereotypes. This often creates tension around perceived competence. If you hear, youre not like ___ or thats not how we do things, those may be clues that role expectations are at issue. Solution Define what the expectations are of your role in company. Are you expected to arrive five minutes early just as the last employee did? Dont assume your job description will answer all these questions. Talk to your boss and colleagues. There are many unwritten rules in an office and youll uncover more of them with more input. If you are a supervisor, be explicit as to what these unwritten rules are to new employees. Have one of the new employees colleagues brief them on these and other aspects of working for this company. Trust Past history, personal encounters, dysfunctional coping mechanisms, urban myth and legend, parties often have low trust that the conflict situation can be repaired. If the parties go through mediation, there can be also low trust that the other party will hold up their end of the agreement

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