Conflict and Its Management

Wall, James A.; Callister, Ronda Roberts

doi:10.1177/014920639502100306

Cited by 611 publications

(462 citation statements)

References 157 publications

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“…However, the correct framework for confl ict management should also take into account the maximization of outcomes for all the other stakeholders, through a utility function like (Wall and Callister, 1995):…”

Section: Confl Ict Managementmentioning

confidence: 99%

“…The following lists a set of good practices and tactics that may help to maintain confl ict situations under control, either for general interactions (Wall and Callister, 1995) Representatives of all affected groups should be invited to participate and assist each stage of the decision process. All those affected should have a chance to review the criteria for site selection.…”

Section: Negotiationmentioning

confidence: 99%

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Managing Stakeholders Conflicts

Moura¹,

Teixeira

2009

Construction Stakeholder Management

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It is not unusual that a chapter on confl ict management, which is about, generally speaking, helping people or organizations that are in confl ict with each other to deal with their differences, opens up with this statement (Moore, 1986 cited in Gordon, 1966:All societies, communities, organizations, and interpersonal relationships experience confl ict at one time or another in the process of day-to-day interaction. Confl ict is not necessarily bad, abnormal, or dysfunctional; it is a fact of life.Typically, a confl ict situation results from resource shortage and antagonistic feeling. Confl icts may arise between individuals, between groups of individuals and between organizations. Confl ict situations between people are subjective, meaning that although objective reasons may exist, confl ict only breaks out if those reasons are perceived. Confl icts between people may trigger out organizational confl icts for the simple reason that organizations are (still) governed by people. However, organizational confl icts may have other root reasons, for example resource interdependency. A common defi nition of confl ict is a process that begins whenever an individual or a group feels negatively affected by another individual or group. In other words, people are in confl ict anytime one's actions obstruct or by any means, make other's performance, less effi cient.Individual conflicts exist in all human relations and those within the construction activity are no exception. Due to the great diversity of people involved in construction projects and to the enormous variety of situations emerging from the construction process, individual conflicts in this activity deserve particular attention. Groton (1997) found that conflicts between people in construction arise as a result of poor interpersonal skills, inefficient communication, lack of responsiveness and unethical or opportunist behaviour. Conflicts of this nature may remain within the individual sphere of people involved or build up to the organizations they work for if not adequately handled. This may easily develop into organizational conflicts, affecting several organizations participating in a construction project.On the other hand, because organizations act through individuals, then confl ict events emanate from key actors within the organizations, due to their different perceptions on a particular aspect about which they are unable to agree. This applies both to group confl icts within an organization (for example, inter-department confl icts within a contractor's organization) and to confl icts affecting several organizations working together in a construction project (for example, between the owner and the contractor). Beyond people issues mentioned above, Groton (1997) suggested two main identifi able group causes for organization confl icts: project uncertainty and process problems. Examples of the former

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Section: Confl Ict Managementmentioning

confidence: 99%

Section: Negotiationmentioning

confidence: 99%

Managing Stakeholders Conflicts

Moura¹,

Teixeira

2009

Construction Stakeholder Management

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“…Literatur mengenai keadilan prosedural mengungkapkan bahwa manajemen konflik memungkinkan kelompok untuk menyelesaikan konflik sehingga akan menghasilkan sesuatu yang efektif dan mengarah pada hasil kelompok yang diinginkan. Konflik dalam tim, apakah laten atau terang-terangan, sering menampakkan diri sebagai konflik yang muncul dalam bentuk perilaku pasif-agresif seperti permainan kekuasaan, menyalahkan, keterlambatan, atau menyimpan/menahan informasi (Wall & Callister, 1995).…”

Section: │ 53unclassified

Strategi Penanganan Konflik pada Proses Penggabungan Perguruan Tinggi Swasta

Dudija

2018

PJPP

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Abstract: Merger of academies to be one university is a way to perform effectivity and efficiency of the foundation as the organizer of education. The process of conveying the idea will face challenges and conflicts such as opposition to the idea of merging universities. Conflict can be a functional and dysfunctional role in the organization, depending on how the organization is able to manage the conflict and use appropriate conflict management strategies. The research was conducted at one of the private universities in Bandung that has combined four academies to form the University. This research uses a qualitative approach case study. The results of this study indicate that the foundation has an important role during the merging process, the foundation selects direct leaders (Rector of the University) from external parties to facilitate the process of forming a new culture, then the Foundation manages the conflict using a compromise strategy and collaboration to all academic communities so that conflicts arise functional role and improve post-merge University performance.Abstrak: Penggabungan sekolah tinggi menjadi universitas adalah salah satu cara untuk melakukan efektifitas dan efisiensi yayasan sebagai penyelenggara pendidikan. Proses menyampaikan ide akan menghadapi tantangan dan konflik seperti oposisi terhadap gagasan menggabungkan universitas. Konflik dapat berperan fungsional dan disfungsional dalam organisasi, tergantung pada bagaimana organisasi mampu mengelola konflik dan menggunakan strategi manajemen konflik yang tepat. Penelitian ini dilakukan di salah satu universitas swasta di Bandung yang telah menggabungkan empat sekolah tinggi untuk membentuk universitas. Penelitian ini menggunakan pendekatan kualitatif case study. Hasil penelitian ini menunjukkan bahwa yayasan memiliki peran penting selama proses penggabungan, yayasan memilih langsung pemimpin (Rektor Universitas) dari pihak eksternal untuk memfasilitasi proses pembentukan budaya baru, kemudian Yayasan mengelola konflik menggunakan strategi kompromi dan kolaborasi untuk semua komunitas akademis sehingga konflik muncul peran fungsional dan meningkatkan kinerja universitas pasca-penggabungan.

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“…The concept of conflict in organisational settings has been defined in various ways in the literature (see Appelbaum et al 1999;Wall and Callister 1995;Dwivedi 2001). For instance, Appelbaum et al (1999) conceptualise conflict as a process of social interaction involving a struggle over claims to resources, power and status, and/or over beliefs and other preferences and desires.…”

Section: Conceptualising Conflict and Typologiesmentioning

confidence: 99%

The ‘silent pistol’ in Ghana’s local government system: presiding members vs. chief executives

Musah-Surugu

Yeboah‐Assiamah

2016

CJLG

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Decentralisation and local governance aim at local economic development, but collaboration among key actors at the local level is essential in realising this objective. However, at district assembly level Ghana exhibits problematic conflicts between district chief executives (DCEs), who head the executive committee, and presiding members (PMs) who convene and preside over assembly deliberations, acting as speaker. This study aims to unpack the main causes of such unsavoury conflicts by using 13 case studies from the Ashanti Region. Both primary and secondary data were collected for the study. Primary data was gathered from a selection of 40 key informants drawn from three main groups including DCEs, PMs, and other stakeholders such as regional coordinating council members, assembly members and chiefs. The main research instrument was one-on-one in-depth interviews with participants. The study found deep-seated conflicts between DCEs and PMs, in some cases even transcending these two actors to involve a greater section of actors within the local government administration. The study noted that professional bureaucrats within the local government service are affected when allegations of affiliation are levelled against them. The study also found that the legal status of DCEs and PMs appears to be the main driver of potential conflict, although other context-specific issues were also prevalent.

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Conflict and Its Management

Cited by 611 publications

References 157 publications

Managing Stakeholders Conflicts

Managing Stakeholders Conflicts

Strategi Penanganan Konflik pada Proses Penggabungan Perguruan Tinggi Swasta

The ‘silent pistol’ in Ghana’s local government system: presiding members vs. chief executives

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