Organizational and personal dimension's of the conflicts. Strategies for managing group conflicts

AuthorSimona Mina
PositionSenior Lecturer, PhD, University Ovidius of Constanta, Romania
Interdisciplinary Dimensions of Communication Science
Organizational and Personal Dimension’s of the Conflicts. Strategies for
Managing Group Conflicts
Simona Mina
Abstract: The area of conflictology finds itself between the border of interest and challenge. Whatever the
communication skills we might master, interacting is a difficult exercise; the ongoing interacting will
determine the ongoing situations of conflict and crisis, as well. Conflict is a r eality, a natural consequence of
interacting; here is an approach that we propose in this volume. The misunder standings are intermediary
steps to conflict, generated by the different reception of the message, other than the intentions of the emitting
factor. However, we are too vain to admit when we are wrong, as an emitting factor, when we cannot make
ourselves understood and our messages are received differently t han their main intentions, for which they
were initiated (nobody understands me, we are on different communication channels: this is the way we
think and behave in misunderstood situations). However, communication above all, is perception. That is
why, misunderstandings are solved straightforward by using the c ommunication techniques (we reformulate
the initial message, making sure we made ourselves understood). This scientific endeavor’s objective is to
offer just s uch an approach in s olving interpersonal conflict. Managing conflicts is difficult to handle due to
the dynamics of conflicts also
Key words: conflict; avoidance; smoothing; dominance; power intervention
JEL Classification: D74; D23; M5; M54; O15; H12
1 Introduction
The single-party conflict would be two opposing opinions within a single individual. The value system
may be in conflict with the organization’s values: an individual manager may believe in “fair play” but
the company asserts that “anything goes” and “all’s fair in love, war and business organization.”
Individuals involved i n situations in which the individual’s sense of values conflicts with what the
organization expects or when the individual’s ethical sense is radically different from the values
embedded within the corporate culture may experience internal conflicts that can assume life-
threatening dimensions. The organization may not be very sympathetic to the individual in conflict,
believing that the worker should be efficient either go along with what the organization desires, or get
out. Single-party conflict may also arise when there are two methods of accomplishing an
organizational goal and the individual cannot decide which method to select. The two methodologies
may be in conflict within the same manager and a third party, such as an organizational superior,
might be needed to resolve the conflict. There is a great temptation to regard conflict, especially the
single party form, as destructive. Conflict wastes limited managerial time and energy. It has the power
to interrupt the flow and effectiveness of organizational communication. Ultimately, the desire to
avoid conflict may produce uncontroversial decisions designed to “fit” within the acceptable range of
organizational behavior.
Conflict can stimulate innovation in problem solving and thereby be beneficial for the organization.
Individuals caught in a single-party conflict may become truly creative in finding a satisfactory
Senior Lecturer, PhD, University Ovidius of Constanta, Romania, Faculty of Law and Administrative Sciences, Blvd.
Mamaia, 124, Constanta, Romania, 900527, tel: +4 0241 606 470, Corresponding author:

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