Entry 9: Conflicts in Meeting

date : 6th May 2021 (week 4) Topics: Conflicts in Meeting Duration of time spent on this entry: 2 hours

Personal reflection

I believe most of the people in the world have been in a meeting at least once in their life. Even a small group meetup is considered a meeting. And meeting conflict is inevitable.in my experience seeing my upper colleagues getting scolded by the supervisor or the CEO itself is an experience that is not rare, because in a small group meeting for assignment there's always an issue of conflicts that we couldn't avoid let alone a larger group of people or larger industry. The issues can come from the internal for example worker itself due to lack of communication or a community weak teamwork. I've seen a few of my colleagues during work a year ago, having disagreements and verbal arguing just to prove a point. And now everytime during group work online meetings are the last thing everyone wants to do, it's excruciating pain for everyone. Conflicts are inevitable but how to avoid it at least ?

People disagree, new research shows. People disagree for some reason (De Bono, 1985). For disagreement it happens When they see things differently because of different ideas and perspectives. Many of these differences are generally not significant. Personality differences or conflicting emotional needs can lead to conflict. Conflict arises when two groups or individuals in the same situation see their situation differently due to different parameters, information related to the universe, consciousness, background, disposition, intellect. or point of view. It is clear that the company has different styles, principles, values, beliefs and slogans that determine its choices and goals. When there are different possibilities, people want different things and this can lead to conflict situations. For example, managers who take risks do not fit well with risk mitigation regulators who believe that strict controls and routines are applied (Session 5. Conflict Management, n.d.)

Conflicts are inevitable in organizations. However, conflict can be used as a driver of healthy change. In today's environment, several factors create competition; may differ between departmental goals, individual goals, resource use competition, or different perspectives. It must be consolidated and used effectively to achieve the organizational goals.

A manager must be able to spot conflicts as they arise and respond appropriately. Managers need to understand the causes of conflicts, the outcomes of conflicts and the different ways to manage conflicts in the organization. With this in mind, managers must develop an approach to resolve conflict before disruptive influences affect productivity and creativity. Therefore, managers must have specific skills to respond to conflict situations and to create an open climate for communication between parties to the dispute. (Session 5. Conflict Management, n.d.)

In a research from mindtools (n.d.), Conflict resolution, a conflict required by Depersonalization from the individuals, This involves wording issues so that they focus on what one party doesn't like rather than the person who is proposing the unpalatable option. Another approach is to shift your team’s focus from conflict to “research”. Don’t get angry or disagree with the matter, encourage them to provide information. Use carefully written questions for this. Don’t just ask yes or no - try to explain what’s on other people’s minds. Ask for specific examples and perhaps suggestions so that “unpleasant” ideas can be modified to be more acceptable. In some cases, the desired change may be small. Extra. Eliminate or reduce perceived threats. The main cause of anger or conflict is to let people know that he or something he loves is threatened. They may have the impression that one of the items discussed could threaten their reputation, their rank, their chances of success in their project or their chances of earning a bonus. Last but not least, take things "offline". Sometimes you can’t resolve a situation in a meeting: this is especially true if it’s a sensitive personal issue and can’t be discussed “openly”. In this case, you should acknowledge that you do not agree and arrange a special meeting to resolve the issue later.