Leaders should be able to use the five modes of conflict processing and not limit themselves to using a single mode in times of conflict (Loehr, 2017b). Leaders must be able to adapt to different conflict situations and identify the way conflicts are managed that should be best used in the context of conflict (Mediate.com). The use of these modes can lead to positive or negative resolutions and it is essential that today`s heads of state and government understand how they can be used effectively (Loehr, 2017b; Mediate.com; Kilmann to Thomas, n.d.). Individual differences. Finally, a wide variety of individual differences, such as personal abilities, characteristics and abilities, can affect the nature of interpersonal relationships to a significant extent. Individual domination, aggression, authoritarianism and tolerance of ambiguity seem to affect everyone in the way an individual handles potential conflicts. In fact, such characteristics may decide whether conflicts occur or not. You can ensure that the conflict management and resolution process is as positive as possible by following the following guidelines: executives who lack conflict management skills and avoid conflict are often less effective in achieving their defined business objectives, have more difficulty managing people and being met by their work. Unresolved conflicts can also have a negative impact on the leadership-employee relationship. For example, it can lead to loss of confidence, decreased motivation, decreased morality, increased stress and health risks, decreased performance and productivity, falsehood and a higher level of presentation, and employees who quit. So what creates conflicts in the workplace? Counter-positions, competitive tensions, power struggles, ego, pride, jealousy, difference in performance, compensation issues, only someone who is having a bad day, etc. While the answer to the previous question seems to lead to the conclusion that almost everything creates conflict, the reality is that the root of most conflicts arises either from poor communication or from an inability to control one`s own emotions.

Consider these two main causes of conflict: Level 2: conceptualization. At Level 2, the conceptualization phase of the model, the parties to the conflict try to understand the nature of the problem, what they want as a solution, what they think their opponents want as a solution, and different strategies that they think they can use on each side to resolve the conflict. This phase is really the problem-solving and strategy phase. For example, when management and the union negotiate an employment contract, both parties try to determine what is most important and what can be negotiated in exchange for these priority needs. While knowing one`s own feelings may seem simple, many people ignore strong emotions such as anger, sadness and fear, or try to calm them down. However, their ability to manage conflict depends on being connected to those feelings. If you are afraid of strong emotions or insist on finding strictly rational solutions, your ability to cope and resolve differences will be limited. Having studied some of the factors that are known to facilitate conflict, we may ask ourselves how conflicts occur in organizations.

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