a right view of conflict and its implications.

Like you said, workers have different views, viewpoints and ways to respond to circumstances. This is the main cause of conflict in any organization which needs a way to deal with it. I like the idea you refer to as the philosophy of balancing people that enables people to distract from one perspective. It is true that disagreements can be quickly alleviated if people open up to other people's thoughts and views. Furthermore, irrationality has negative effects for other colleagues, including a form of egoism and egocentricity.I agree with the point that rational conflicts are beneficial to individuals. This implies that not all conflicts are negative as has been noted in most of the initial posts in this forum.
Ahmed Al-Thani
Hi Mariya,
Good job on the analysis!
The five stages of conflict that you have outlined offer a better perspective on the discussion. Indeed, as you have described, understanding how to deal with conflicts and allow employees to relate to each other. I also discovered that the relationship between employees determines the level of performance especially for tasks requiring a joint effort. Smith and Macko (58) noted that the engagement of employee not only as teams but in relationship helped to enhance their activity in the business. I, therefore, agree with your view that the workers can help an organization realize gaps that may have been overlooked due to conflicts. In this way, management can come up with ways of resolving conflicts.
However, I would like to hear your view on ways of resolving these conflicts when they arise. Do you think the leaders have a role in ensuring that the conflicts are contained without causing issues in the business?
Works Cited
Matlay, Harry. _x0093_Employee Relations in Small Firms: A Micro-Business Perspective._x0094_ Employee Relations 21.3 (1999): 285_x0096_295. Web.
Smith, Jonathan, and Norbert Macko. _x0093_Exploring the Relationship between Employee Engagement and Employee Turnover._x0094_ Annamalai International Journal of Business Studies & Research 6.1 (2014): 56_x0096_69. Web.
Ahmed Al-Thani
Hello George,
Congratulations on the great post.
The psychological aspect you have chosen for this post is amazing. The fact that humans are controlled by emotions justifies the conflicts that are always experienced in the workplaces. As I noted in my reply to Edoardo, relationship between employees contributes to the overall performance of the business. It is true that firms should have a mechanism for conflict resolution to help employees when differences occur. I believe in this way, the conflicts can be resolved rather amicably and operations continue in the business.
However, I think you should have provided at least some examples of methods that can be used for conflict resolution. Better still, you should address the procedure involved in addressing conflicts and preventing their recurrence.
Ahmed Al-Thani
Hi Alicia,
What a great idea you have brought across regarding how to manage conflicts in small businesses as compared to larger ones! After reading numerous posts, I have not come across one that differentiates company size and the level of conflicts. Indeed, in an article by Matlay (287) revealed that there are some challenges in small firms especially because the management is rather informal. As such, there are not set the standard for how activities should be conducted or conflict is handled. On the contrary, large firms, as you have stated, have defined procedures which control the flow of activities.
However, you have not explained to what extent the size of the firm affects conflict management and resolution in an organization. I like the example you have provided though that the lack of procedure could lead to differing opinions and preferences leading to conflicts.
I think this part of the dialog should be addressed more to help us understand what small firms can do to reduce or prevent events of conflicts.
Ahmed Al-Thani
Works Cited
Matlay, Harry. _x0093_Employee Relations in Small Firms: A Micro-Business Perspective._x0094_ Employee Relations 21.3 (1999): 285_x0096_295. Web.
Hi Nola,
Thank you for the response. From the journal I have used in my initial post, it explains that the Japanese prefer to use Avoidance as the method for resolving conflicts. The article establishes that most of the employees in the Asian countries tend to assume that the management is in control and a member image had to be preserved for the better good. Although this perspective has been shown to help in improving team spirit and cohesion, it was shown t hamper self-expression and fairness. The article presents avoidance as a functionality theory that dwells mostly on the perception of individuals towards the organization.
Looking at your response to Maher, I notice the use of the TKI instrument as a form of methods used in handling conflicts. Indeed, avoidance has been termed as one of the methods. While the article does not fully specify avoidance as part of a model, the explanation of the two methods is still the same. As you have noted, though, the Japanese as their case study shows the need for research on a link to the Asian culture and method of resolving conflict. This will provide a better understanding of the preferred method to other that have been proven to be more useful.