Topic the occurrence of conflicts is inevitable in managing people

Why do they need to resolve these problems and Play and present Benefits of effective conflict management Completed the assigned tasks and actively contributed constructive ideas to the

THUONGMAI UNIVERSITY ENGLISH FACULTY

˗˗ ˗˗

GROUP DISCUSSION ENGLISH BUSSINESS

-TOPIC: THE OCCURRENCE OF CONFLICTS IS INEVITABLE IN

MANAGING PEOPLE

Group: 3 Class: 242_ENTH0911_06

Teacher: Mai Tuyet Nhung

Presentation assessment:

15 Phùng Thị Thùy Dương

16 Nguyễn Tuấn Đạt

17 Đỗ Thế Đức

18 Nguyễn Lộc Đức

19 Nguyễn Thị Hương Giang

20 Phạm Thị Ninh Giang

No Full name

15

Phùng Thị Thùy Dương

23D170233

Do 4 Why do they need to resolve these problems and Play and present Benefits of effective conflict management

Completed the assigned tasks and actively contributed constructive ideas to the discussion

16 Nguyễn Tuấn Đạt

23D170012

Do 2 Understanding workplace conflict and present Common causes of conflict

Successfully completed the assigned tasks

17 Đỗ Thế Đức

23D170124

Do 5 Real-life example of a resolved conflict and Play and present Steps to conflict resolution (three first steps) + example

Completed the tasks and actively

participated with constructive input

18 Nguyễn Lộc Đức

23D170179

Do 6 Conclusion and ½ powerpoint and present Steps to conflict resolution (three steps next) +example + conclusion

Successfully completed the assigned tasks

19 Nguyễn Thị Hương Giang

23D170069

Leader, do 3 How do managers deal with workplace conflict and Play and present Common conflict resolution styles

Delegated tasks, monitored deadlines, motivated team members, and fulfilled their assigned responsibilities

20 Phạm Thị Ninh Giang

23D170181

Do Introduction and ½ powerpoint and Present Introduction + Types of workplace conflict

Effectively carried out the assigned tasks

MỤC LỤC

1 Introduction 1

2 Understanding Workplace Conflicts 1

2.1 Common Causes of Conflict 1

2.1.1 Poor Communication 1

2.1.2 Personality Clashes 2

2.1.3 Unrealistic Needs and Expectations 2

2.1.4 Poor Management 2

2.1.5 Lack of Clarity 2

2.2 Types of Workplace Conflicts 2

2.2.1 Task Conflict 2

2.2.2 Relationship Conflict 3

2.2.3 Value Conflict 3

3 How do managers deal with workplace conflict 3

3.1 Conflict Resolution Styles (Expanded Analysis) 3

3.1.1 Avoiding style 3

3.1.2 Accommodating style 4

3.1.3 Competing style 4

3.1.4 Compromising style 4

3.1.5 Collaborating style 4

3.2 Steps to Conflict Resolution (Expanded) 5

Step 1: Recognize the existence of a conflict 5

Step 2: Identify the root cause of the conflict 5

Step 3: Meet with the parties involved individually 5

Step 4: Facilitate a collaborative discussion 5

Step 5: Generate and agree on solutions 6

Step 6: Follow up and monitor progress 6

4 Why Do They Need to Resolve These Problems? 6

4.1 Benefits of Effective Conflict Management 6

4.2 Consequences of Unresolved Conflict 7

5 Real-life example of a resolved conflict 8

6 Conclusion 8 Tài liệu tham khảo: 10

1 Introduction

Conflict in the workplace is not only common—it is inevitable In every organization, no matter how well-structured or harmonious, conflict will eventually arise This inevitability stems from the complex, dynamic nature of modern work environments People bring their own personalities, backgrounds, values, and expectations into the workplace, and these differences can easily lead to misunderstandings, disagreements, or even confrontations

Given its frequent and often unavoidable nature, workplace conflict should not

be viewed purely as a negative phenomenon Instead, it should be recognized as an inherent and natural aspect of organizational life—something to be managed thoughtfully rather than feared or ignored

In professional terms, workplace conflict can be defined as a disagreement or tension between individuals or groups within an organization, driven by opposing interests, values, needs, or goals This conflict may arise from personal differences, task-related challenges, or organizational factors It can manifest in many ways— from subtle signs like withdrawal or poor cooperation to more overt expressions such as arguments, complaints, or hostility Whether mild or severe, all forms of conflict share a common foundation: the existence of incompatible or competing viewpoints that affect how people work together

Understanding this definition allows us to see workplace conflict not just as a behavioral issue, but as a systemic challenge that needs to be addressed at multiple levels—individual, team, and organizational It also reminds us that conflict is often more complex than it appears on the surface

Managing conflict effectively is essential for maintaining a healthy, productive, and innovative work environment When handled poorly or ignored, conflict can damage relationships, lower morale, reduce efficiency, and lead to high employee turnover It may even escalate into legal or ethical problems if left unresolved However, when managed constructively, conflict can serve as a catalyst for growth It encourages dialogue, clarifies expectations, improves communication, and even fosters creative solutions to workplace problems

By addressing conflict with the right strategies, managers not only protect the well-being of their teams but also unlock the potential for stronger collaboration and better decision-making In short, effective conflict management is not just about resolving problems—it is about creating opportunities for improvement and long-term success

2 Understanding Workplace Conflicts

2.1 Common Causes of Conflict

2.1.1 Poor Communication

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Lack of effective communication is one of the most common causes of workplace conflict This issue may arise from both management and employees Misunderstandings, unclear instructions, or differences in communication styles can easily lead to negative assumptions or misinterpretation These misunderstandings may result in tension, discomfort, and ultimately conflict between team members

2.1.2 Personality Clashes

Conflicts may occur when new employees join a team or when long-standing team members leave New staff members may not immediately get along with existing employees due to differences in personality, working styles, or attitudes However, over time, communication and collaboration can help resolve these differences

On the other hand, when long-term employees leave the team due to transfer, dismissal, or resignation, remaining staff may experience adjustment issues or emotional discomfort These transitions can temporarily affect teamwork and lead

to communication breakdowns or misunderstandings among the remaining employees

2.1.3 Unrealistic Needs and Expectations

In pursuit of organizational success, employers may sometimes set overly ambitious goals without considering the well-being of their staff While it is possible for employees to meet these expectations, doing so often comes at the cost of their physical and mental health For example, an employee may be required to work overtime regularly to meet high KPIs, which can lead to stress and burnout A lack

of empathy from management can intensify such conflicts

2.1.4 Poor Management

Many employees leave not because of the organization itself, but because of poor management Managers and supervisors play a critical role in maintaining a healthy work environment They are expected to be fair, empathetic, and supportive However, ineffective or toxic management—such as showing favoritism, being overly critical, or ignoring employee concerns—can create an unhealthy workplace culture This often leads to increased stress, job dissatisfaction, and conflicts among employees and between staff and management

2.1.5 Lack of Clarity

When job roles, expectations, or procedures are unclear, confusion arises A lack of clarity can distort communication and create misunderstandings Employees may not know what tasks they are responsible for or how to carry them out As a result, mistakes occur, tasks may be duplicated or left unfinished, and blame may be unfairly placed—leading to frustration and conflict within the team

2.2 Types of Workplace Conflicts

2.2.1 Task Conflict

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Task conflict involves disagreements related to work assignments, project goals, or resource allocation Employees may have differing opinions on how to approach tasks, interpret data, or manage processes While task conflict can be constructive when handled properly, it may also hide deeper issues For instance, an argument over who should attend an important conference may reflect underlying rivalry or resentment between coworkers

2.2.2 Relationship Conflict

This type of conflict stems from differences in personality, communication styles, or personal preferences In the workplace, people from diverse backgrounds are brought together, which can naturally lead to friction Relationship conflict often feels more personal and emotional, making it more challenging to resolve Poor interpersonal relationships can damage teamwork and lower morale if not addressed

2.2.3 Value Conflict

Value conflict arises from differences in deeply held beliefs, such as political views, religious beliefs, ethics, or cultural norms These conflicts may not always be openly discussed, but they can influence workplace decisions and interactions For example, disagreements might emerge over policies like affirmative action, environmental responsibility, or working with certain clients Such issues can lead

to serious tension if not managed with sensitivity and respect

3 How do managers deal with workplace conflict

3.1 Conflict Resolution Styles (Expanded Analysis)

Managers often adopt different styles when handling conflicts in the workplace, depending on the context, the urgency of the issue, and the personalities involved The five primary conflict resolution styles—avoiding, accommodating, competing, compromising, and collaborating—reflect different attitudes toward assertiveness and cooperation A skillful manager understands not only how these styles work, but also when and why to use each one strategically

3.1.1 Avoiding style

The avoiding style is characterized by a deliberate decision to withdraw from or delay engagement with the conflict This style may seem passive, but it is sometimes a tactical move to allow space for emotions to settle or to prevent escalation in the short term Managers may choose this approach when the conflict

is trivial, or when there is insufficient information to make an informed decision However, avoidance carries significant risks if applied too frequently or in situations where active intervention is needed Ignoring the conflict can lead to unresolved tensions, a breakdown in communication, and long-term damage to team dynamics While this style may preserve short-term peace, it rarely leads to lasting resolution

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3.1.2 Accommodating style

The accommodating style reflects a high level of cooperativeness and a low level of assertiveness Managers using this style prioritize the needs and concerns of others, often yielding their own preferences to preserve harmony This approach is rooted

in empathy and a desire to maintain positive relationships, and it can be effective in situations where the issue is more important to one party than the other However, if accommodation becomes habitual, it may result in resentment, a sense of inequality,

or a lack of respect for the manager’s authority Managers must ensure that accommodation is used consciously and selectively, rather than as a means to avoid confrontation

3.1.3 Competing style

The competing style represents the opposite of accommodation It is assertive but uncooperative, driven by the goal of winning the conflict rather than reaching mutual understanding This style is often appropriate when quick decisions are needed, or when fundamental principles or policies are at stake Managers using this approach take control and impose a solution that aligns with organizational goals However, while competition may deliver results in high-pressure or rule-based environments, it can alienate employees and create a fear-driven workplace if overused A manager must carefully balance firmness with empathy to avoid long-term relational damage

3.1.4 Compromising style

The compromising style strikes a balance between assertiveness and cooperativeness It involves both parties making concessions to arrive at a solution that is acceptable to all This style is often practical in situations where time is limited, and both sides hold equal power or responsibility While compromise may seem fair on the surface, it can sometimes result in a superficial agreement that does not address deeper issues Therefore, while it is a useful tool in many workplace settings, managers should recognize that compromise may need to be followed by further dialogue to prevent similar conflicts in the future

3.1.5 Collaborating style

The collaborating style is considered the most constructive and holistic approach to conflict resolution It combines high assertiveness with high cooperativeness, emphasizing a win-win outcome Managers who use this style invest time in understanding all parties’ needs, exploring underlying concerns, and co-creating a solution that fully satisfies everyone involved Collaboration requires excellent communication skills, emotional intelligence, and a commitment to long-term relationship building Although it can be time-intensive, it fosters trust, innovation,

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and a stronger organizational culture For complex or recurring conflicts, collaboration is often the most sustainable and empowering method

3.2 Steps to Conflict Resolution (Expanded)

Effective conflict resolution does not happen by accident—it follows a thoughtful, step-by-step process Great managers understand that addressing conflict requires more than just reacting to problems; it involves a structured approach that ensures both the issue and the relationship are handled with care The following are six essential steps that managers typically follow when resolving workplace conflicts

Step 1: Recognize the existence of a conflict.

The first and most fundamental step in conflict resolution is identifying that a conflict actually exists Workplace tensions are not always immediately visible or openly expressed They may manifest subtly through changes in behavior, reduced collaboration, lack of communication, or a decline in productivity Managers must develop strong observational skills and emotional awareness to detect these early warning signs Ignoring early indicators can allow the conflict to intensify and negatively impact the team's atmosphere Recognizing conflict at an early stage creates an opportunity to address it before it escalates into a more complex or damaging situation

Step 2: Identify the root cause of the conflict.

Once the conflict is acknowledged, it is crucial to dig deeper and understand its underlying cause Surface-level disagreements may conceal more significant issues such as miscommunication, role ambiguity, unmet expectations, or personal value clashes Managers should avoid making assumptions and instead engage in active listening and open-ended questioning to explore each party’s perspective This step

is analytical in nature and requires objectivity, empathy, and a desire to understand

—not just respond Identifying the true source of conflict allows managers to address the problem at its core, rather than treating only its symptoms

Step 3: Meet with the parties involved individually.

Before bringing the conflicting parties together, it is often beneficial for managers

to have one-on-one conversations with each of them This creates a safe space where individuals can express their concerns freely without the pressure of the opposing party’s presence During these meetings, the manager should maintain neutrality, avoid judgment, and focus on gathering information These conversations also allow managers to evaluate the emotional state of each party and to assess their readiness to engage in a constructive dialogue By listening empathetically and validating each person’s feelings, the manager lays the groundwork for a more respectful and productive joint discussion

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Step 4: Facilitate a collaborative discussion.

After individual meetings, the manager brings the parties together to engage in open dialogue The manager acts as a facilitator—ensuring that the conversation remains respectful, balanced, and focused on resolution rather than blame This step requires skillful communication, as it involves managing emotions, clarifying misunderstandings, and guiding the discussion toward shared goals The aim is to encourage honest expression while preventing defensiveness or hostility By establishing ground rules and setting a positive tone, the manager helps create a space where both parties feel heard and are more willing to work together toward a solution

Step 5: Generate and agree on solutions.

Once both sides have shared their perspectives, the manager supports them in brainstorming possible solutions The goal is to find an outcome that addresses the interests of all parties involved Rather than imposing a decision, the manager encourages active participation and ownership of the resolution This step may involve compromise, re-negotiation of roles, or the implementation of new processes to prevent future conflicts Once a solution is identified, it is essential that all parties clearly understand and agree upon the actions they will take A formal or informal agreement should be documented, and responsibilities should be clearly assigned

Step 6: Follow up and monitor progress.

Conflict resolution does not end with an agreement—it requires follow-up to ensure that the resolution is implemented effectively and that the working relationship continues to improve Managers should check in with the involved parties periodically to assess whether the issue has been fully resolved and whether any new concerns have arisen This step reinforces accountability and demonstrates the manager’s ongoing commitment to team cohesion and individual well-being It also provides an opportunity to reflect on what was learned from the conflict and how future disagreements can be managed more effectively

4 Why Do They Need to Resolve These Problems?

Resolving conflicts in the workplace is not a mere administrative task but a strategic priority that underpins the health and success of an organization The ability to manage and resolve conflicts effectively contributes to both immediate productivity and the long-term cohesion of teams This essay examines the benefits of effective conflict management and contrasts them with the negative consequences that arise when conflicts remain unresolved

4.1 Benefits of Effective Conflict Management

Effective conflict management fosters an environment of open dialogue and mutual respect, which, in turn, supports robust communication throughout the organization

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