Conflict management is at the heart of the management of the company. Confrontations that are the subject of differences of opinion are avoided only at the risk of a manager. Many subjects can be moved, consolidated or smoothed; Finally, they must be resolved. They won`t disappear. This philosophy applies not only to business, but also to sports dynamics. An underestimated aspect that is not often discussed in leadership qualities is the ability to manage conflicts (Guttman, 2004). Guttman says there may be two reasons why conflict management leaders are not widely recognized. The rationalist illusion is called, and Guttman explains that most of the available literature focuses on arming leaders with all the necessary leadership concepts, and success will follow, almost as if it were assumed that leaders would automatically manage conflicts. Second, Guttman says leaders can have a fatalistic attitude to conflict. Heads of state and government can see conflict as a situation that can never be resolved, so why bother to address them? We should focus on what can be addressed and modified (Guttman, 2004).
Conflicts will occur with certainty, regardless of the attitude and the people involved. For conflicts to succeed, leaders and teams must recognize that conflicts are not only conflicts, but also a necessity. Understanding conflicts allows leaders to manage them more effectively and can provide a way to achieve positive results. Conflict management can be an active force that allows leaders to build healthy relationships within their organizations, which can ultimately lead to effective productivity. Due Process Nonaction. A third ineffective approach to conflict resolution is to put in place a recognized complaint resolution process, while ensuring that the process is lengthy, complex, costly and perhaps even risky. The strategy of inaction is to use disgruntled staff while asserting that resolution procedures are open and available. This technique has been used several times in conflicts affecting racial and gender discrimination.
Several aspects of conflict within organizations are taken into account in the following sections. First, conflict is defined, and variations in conflict are considered by type and level. Second, we discuss the constructive and destructive aspects of conflict. A fundamental model of the conflict process is then examined, followed by a look at some of the most important precursors of the conflict. Finally, effective and ineffective conflict resolution strategies are at odds.