Role of Conflict Mgmt in Institutional Organizations

THE ROLE OF CONFLICT AND CONFLICT MANAGEMENT IN INSTITUTIONAL ORGANIZATIONS A. Understanding Conflict Management Conflict management is a series of actions and reactions between actors and outside parties in a conflict. Conflict management includes a process-oriented approach that focuses on forms of communication (including behavior) from actors and external parties and how they influence interests and interpretations. For external parties (outside those in conflict) as third parties, what is needed is accurate information about the conflict situation. This is because effective communication between actors can occur if there is trust in the third party. Conflict management is the steps taken by actors or third parties in order to direct a dispute towards a certain outcome which may or may not result in an end in the form of conflict resolution and may or may not result in calm, positive, creative, consensual or aggressive results. Conflict management can involve self-help, cooperation in solving problems (with or without the help of a third party) or decision making by a third party. A process-oriented approach to conflict management points to the communication patterns (including behavior) of actors and how they influence interests and interpretations of the conflict. So, conflict is a process in which a party feels that another party has or will take action that is contrary to the interests of the other party, for example not having a final agreement in resolving a problem or there is a dispute over the allocation of funds, objectives or strategies used in a matter. organization. The definition of conflict management is a series of actions and reactions between actors and outside parties in a conflict. Conflict management includes a process-oriented approach that focuses on forms of communication (including behavior) from actors and external parties and how they influence interests and interpretations. According to Hendricks (2006:35) conflict management in handling conflict is: 1. Conflict Management Requires Clear Decisions Most of us are afraid of being held accountable or lack self-confidence, lack sensitivity in directing and realizing organizational goals, especially in facing conflict. The tools needed to manage conflict are the same as management by objectives (MBO) tools. Conflict management, even though many activities involve intimidation, still requires the same basic management orientation. Conflict does not change management philosophy. Actually, conflict is necessary and is a strategic step in developing an organization in a better direction. People in organizations need decisive action during conflicts. Managers appear decisive if someone has clear and specific goals. Managers must manage the problems faced by the organization by using their strengths, knowing and then doing what is best to realize the goals they have set. B. Conflict Management Can Reduce Passive Behavior Weak leadership can sometimes be aggressive. The problem that arises in passive management is ignoring everything and losing respect from work partners. The passive style is more effective at low levels of conflict because it is an evasive strategy. A passive style gives the appearance of being distant and unaffected, although passive managers generally seem frustrated when in intense conflict. A calm appearance can calm the other party, but a passive manager must communicate that he is trying to resolve the problem, the issues will be linked to problem solving. While fear, anxiety and guilt can make any manager ineffective, passive passive managers can feel a loss of control. One technique for increasing self-confidence is to see how the conflict fits into the direction of the conflict movement. Some ideas that can improve a passive style are: (1) Use direct communication (face to face) whenever possible; (2) Do not respond too quickly to an agreement or agreement; (3) Interrupt and ask for clarification or ask probing questions; (4) Be alert for errors. Mistakes are an early sign of insecurity and conflict requires management skills beyond a passive style. 1) Approach to conflict management • Problem solving. This approach is also called a win-win solution. In this model, actors meet to discuss problems and issues related to the conflict. The aim is to integrate the needs of each group. Conflict is made into a common problem and both parties must try to find creative solutions. This approach can be used if: the two conflicting groups have a level of trust in each other, both parties have a high commitment to resolving the conflict, and if the investment in the organization is very high value. • Superordinate Goals. Diversion to higher goals can be an effective method of conflict reduction, by diverting the attention of the parties involved from their different goals to a common goal at a higher level. • Expansion of Resources. If conflict arises due to scarcity of resources, then to solve the problem, efforts to expand resources are needed. However, limited organizational resources are not easy to expand. • Avoidance. The manager avoids it, as if there is no conflict. This aims to buy time and delay, waiting for more information to take appropriate action. • Smoothing. This technique emphasizes common interests and common goals. The manager's job is to try to minimize the differences between the two conflicting parties, emphasizing that if they do not work together then the organization's goals will be hampered and they should not side with one group. • Compromise. This method is a traditional approach, where in resolving conflicts using a nowinner or loser approach, because each group makes concessions and sacrifices to satisfy each other. • Authoritative Command. The basis of the approach is that the executive has the authority to force his subordinates to stop the conflict. This approach often does not address the main issue. At that time the conflict was resolved, but at any time it could arise. • Intergroup Training. The conflicting groups are asked to attend a seminar/workshop outside the workplace with an (unknown) facilitator who directs the interactions between the two groups. The experience gained is expected to improve attitudes and relationships. This type of intervention is relatively time consuming and expensive, and requires a skilled facilitator. • Third Party Mediation. This technique uses a consultant as a third party who is invited to mediate between conflicting groups, or uses the services of an arbitrator. 2) Conflict Management Function Conflict management in organizations includes the following functions. • Accommodation function, namely acceptance of the existence of conflict (avoided or suppressed/silenced). • Clarification function, namely identification and discourse on the characteristics and structure of the conflict. • Conflict evaluation function, namely the benefits or outcomes of conflict management (if useful, continue with the next process; if not, it is not continued). • The function determines actions, namely what actions are required to manage conflict. The function of determining roles, namely the function of organizing conflict management, how to determine the role of planners as participants or third parties in managing conflict. All of these functions take place in the process and context of conflict management, both for actors, mediators and parties who take part in managing the conflict as participants or third parties. 3) Conflict Systematics a. Structural Conflict • Hierarchical conflict, namely conflict that occurs at the hierarchical level of the organization. For example, conflicts between commissioners and main directors, leaders and employees, administrators and cooperative members, administrators and managers, and administrators and employees. • Functional conflict, namely conflict that occurs from various departmental functions in the organization. For example, conflicts occur between the production department and the marketing department, the general administration department and the personnel department. • Staff conflict with the unit head (line staff conflict), namely conflict that occurs between the unit leader and his staff, especially staff related to work authority/authority. Example: staff employees informally assume excessive authority. • Formal-informal conflict, namely conflict that occurs in relation to the norms that apply in informal organizations and formal organizations. Example: a leader who places wrong norms on the organization. b. The Role of Conflict in Organizations It is a natural requirement in the position and obligation as a manager to always be faced with conflict. One of the important points of a manager's task in carrying out effective communication in the business organization he handles is ensuring that the intended meaning of the instructions given is the same as the meaning received by the recipient of the instructions and vice versa (the intended meaning of the same). This must be the goal of a manager in all the communications he carries out. In terms of managing their subordinates, managers are always faced with determining the job demands of each position held and handled by their subordinates (role expectations) and conflict can cause tension which will reflect negatively on work attitudes and individual behavior. A good manager will try to minimize these negative consequences by opening and maintaining effective two-way communication with each member of his subordinates. This is where managers are required to fulfill the other side of their interpersonal skills, namely the ability to handle and resolve conflicts. C. Level of Conflict According to T. Hani Handoko (2000) there are five types of conflict in organizational life: a) Conflict within the individual, which occurs when an individual faces uncertainty about the work he is expected to perform, when various job demands conflict with each other, or when the individual is expected to do more than his abilities. b) Conflict between individuals in the same organization, which is often caused by personality differences. This conflict also comes from conflict between roles (such as between managers and subordinates). c) Conflict between individuals and groups, which relates to individuals responding to pressures for uniformity imposed by their work groups. For example, an individual may be punished or ostracized by his work group for violating group norms. d) Conflict between groups in the same organization, because there is conflict between groups. e) Conflict between organizations, which arises as a result of forms of economic competition and the economic system of a country. This conflict has led to the development of new products, technologies, and services, lower prices, and more efficient use of resources. D. Impact of conflict Conflict is not something to be afraid of, but is something that needs to be managed in order to contribute to achieving organizational goals. However, if conflict is managed well, it can support the acceleration of achieving organizational goals. When conflict is managed well, it can foster creativity, innovation in problem solving and foster positive change for organizational development). Conflict can actually be a powerful energy if managed well, so it can be used as a tool for innovation. However, if it cannot be controlled, it will result in low organizational performance. a) Conflict as a Positive Force • The need to resolve conflict causes people to look for ways to change ways of carrying out tasks. • The conflict resolution process can stimulate positive changes within the organization concerned. • Efforts to find ways to resolve conflict not only result in innovation and change, but they can make change more acceptable, even desirable. • Introducing conflict intentionally (intentionally) into the decision-making process, is sometimes beneficial. If a cohesive group's desire to reach an agreement clashes with considerations of achieving alternative solutions, "groupthink" can lose its meaning, if the inclusion of conflict takes the form of a variety of different opinions. • Competition that causes conflict about one or more goals can also have beneficial effects. Employees who experience a competitive atmosphere among fellow workers regarding performance can be motivated to devote more intensive effort to “win” the competition. • Empirical evidence obtained through research results abroad shows that competition causes an increase in products produced per time period. • If the main goal of an organization is to produce a large number of units per certain period of time, then it is highly recommended to foster a competitive atmosphere. For example, employees who succeed in producing the most units in the production sector are given certain bonuses. b) Conflict as a Negative Force If conflict cannot be controlled, it will result in low organizational performance. The same thing was also expressed by the Department of Education and Culture (1983), quoted by D. Deni Koswara (1994: 2), that apart from having positive values, conflict also has weaknesses: • Conflict can create "uncomfortable" feelings that hinder communication. • Conflict can lead an organization towards disintegration. • Conflict causes tension between individuals or groups. • Conflict can hinder cooperation between individuals by disrupting communication. • Conflict can divert the attention of organizational members from organizational goals. Serious negative effects caused by conflict include; - The tendency to scatter efforts towards achieving goals. - Organizational resources are used up to resolve conflicts, rather than being directed towards achieving the desired goals. - The emergence of psychological burden on employees. - Over a long period of time, conditions of conflict cause difficulties in achieving relationships of mutual assistance and mutual trust.