Question

Write down six causes of conflicts.​

Answer 1

Answer:

1) Conflicting resources

2) Conflicting style

3) Conflicting perception

4) Conflicting pressure

5) Conflicting goals

6) Conflicting roles

Answer 2

SEE WEATHER IT IS HELPFUL-_-!!!

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Misunderstandings

Conflict can arise from misunderstandings about:

• The nature, aims and objectives of a job
• Differing expectations about how things should be done
• Work conditions and wages
• The different responsibilities of management and employees
• Differences in values, beliefs, needs, or priorities

Poor communication

Communication relies on clear and complete messages being sent as well as being received. Problems can be reduced by paying attention to how well you send messages and how well you receive them. Both managers and workers are responsible for ensuring that these issues are considered. There are many ways to improve information flow and communication. Here are some suggestions:

• Keep message books/day books
• Keep policy books which include all policies as decided at meetings
• Hold regular staff/management meetings for passing on information
• Have frequent employee meetings
• Ensure correspondence is available for everyone to see
• Distribute minutes of all meetings promptly and widely
• Ensure there is clarity about what the objectives are and about what decisions have been made
• Ensure decisions are implemented
• Give everyone time to talk at meetings
• Try to spend twice as much time listening as you spend talking.

Unclear communication from staff to clients is another common source of conflict. It is vital that “house rules” are written down for clients, and that there are no variations in the interpretation of those rules. Distressed clients can very quickly become confused and angry if they feel that they are not being listened to – especially by those who say they care.

Lack of planning

Lack of planning often means an organisation moves from one crisis to the next. This sense of disorganisation and lack of direction can be stressful and can create many problems including misunderstandings. The time spent in planning will be recouped many times over in the more efficient use of workers’ time, and in real and long-term benefits to clients.

Poor staff selection

Inappropriate selection of staff can result in ill-feeling and conflict. Feelings of ill-will may be increased by dismissing staff members.

While staff conflict problems can never be entirely avoided, they can be minimised with good staff selection procedures. Considering existing staff views when approaching staff selection will help minimise conflicts in the workplace.

Frustration, stress and burnout

When people become frustrated or stressed they are more irritable and more likely to create conflicts than at other times. It is important to recognise the signs of stress in people’s work situations in order to prevent burnout. Try to help people identify the causes of work related stress, and take steps to change these factors or, better still, try to anticipate possible causes of stress before they arise. These factors could include:

• Threats of violence or actual violence
• Overcrowding or lack of privacy
• Verbal abuse
• Dirty or untidy work space
• Noise
• Harassment
• Continual crises
• Lack of ability to influence the working environment
• Tension between staff members
• Lack of direction from management
• Criticism and lack of support
• Poor communication
• Preventing Conflict
• Good managers will realise that conflict and disputes are part of a healthy organisation.

However, good managers will also adopt some of the following practices in order to avoid potential and unnecessary conflict:

• Conducting conflict resolution workshops
• Re-arranging hours and shifts
• Job sharing
• Making use of volunteers
• Planning sessions to clarify aims and directions and delegating tasks to various staff members
• Meditation or relaxation
• Offering time off in lieu within one week of accruing it
• Conducting regular assessments and reviews
• Carrying out regular and structured evaluations
• Preparing an induction package for new workers
• Encouraging peer review at every level
• Allowing views to be expressed and listening to those views
• Creating private, clean and quiet work spaces
• Giving continual support and encouragement
• Regularly reviewing organisational aims and objectives