| |
|
Listening, oral communication, interpersonal communication, and teamwork rank near the top of skills that employers seek in their new hires.3 When you learn to effectively manage and resolve conflicts with others, then more opportunities for successful team memberships are available to you.
If we can learn to manage this highly probable event called conflict (we average five conflicts per day),4 then we are less apt to practice destructive behaviors that will negatively impact our team. Although conflict may be misunderstood and unappreciated, research shows that unresolved conflict can lead to aggression. Most of us use conflict skills that we observed growing up, unless we have made a conscious effort to change our conflict management style. Some of us observed good conflict management, while others observed faulty conflict management. Most of us have several reasons to improve our conflict-management skills.
Faculty members should help students develop their conflict management skills. Most people do not resolve conflicts because they either have a faulty skill set and/or because they do not know the organization’s policy on conflict management. All team members need to know their conflict styles, conflict intervention methods, and strategies for conflict skill improvement.
|
|
References for Further Information
-
Katzenbach, J.R., and Smith, D.K. (1992). Wisdom of teams, Harvard Business School Press.
- Johnson, D.W., Johnson, R.T., and Holubec, E.J. (1986). Circles of learning: cooperation in the classroom (rev. ed.), Edina, MN: Interaction Book Co.
- “Workplace Basics: The Skills Employers Want,” Am. Soc. Training and Devel. and U.S. Dept. Labor, Employment and Training Admin., 1988.
- Algert, N.E. (1996) “Conflict in the workplace” in Proceedings: Women in Engineering Advocates Network, Denver, CO., 123–127.
- Thomas-Kilmann Conflict Mode Instrument, Consulting Psychologists Press, Palo Alto, CA: (800)624-1765 or available on the World Wide Web at http://www.cpp-db.com.
- Smith, K.A. (2000). Project management and teamwork. New York: McGraw-Hill BEST series.
- Blake, R.R., and Mouton, J.S. (1964). The managerial grid. Houston: Gulf Publishing Co.
- Algert, N.E., and Watson, K. (2002). Conflict management: introductions for individuals and organizations. Bryan, TX: (979)775-5335 or e-mail .
- Raudsepp, E. (2002) “Hone Listening Skills To Boost Your Career,” available on the World Wide Web at http://www.careerjournal.com/myc/climbingladder/20021224-raudsepp.html, accessed on 28 January 2003.
- Lambert, J., and Myers, S. (1999) 50 Activities for conflict resolution. Amherst, MA: HR Development Press.
- Johnson, D.W., and Johnson, F.P. (2000) Joining together: group theory and group skills (7th ed.), Boston, Allyn and Bacon.
Additional Resources
Algert, N.E. (2002). The center for change and conflict resolution, Bryan, TX: (979)775-5335 or e-mail .
Moore, C., “How Mediation Works” in The Mediation Process: Practical Strategies for Resolving Conflict.
Putnam (1994). “Beyond third-party role: disputes and managerial intervention,” Employee Responsibilities and Rights J. (7:1).
Xicom, Inc. (1996). Conflict Workshop Facilitator’s Guide.
|
 |
|
© 2001 Foundation Coalition. All rights reserved. Last modified
|
|
| |
|
