Within the intricate framework of organizational dynamics, conflicts are not only unavoidable but also essential for the advancement and development of any organization. Be it due to different perspectives, competing interests, or limited resources, conflicts naturally arise within the intricate tapestry that binds individuals into a cohesive working unit and this unavoidable nature of conflicts makes it necessary for us to take a proactive and constructive approach in resolving them.
Unresolved conflicts can cause severe consequences for people involved as well as the organization as whole. The repercussions of organizational conflict can be multifaceted ranging from psychological to physiological responses such as Lack of interest in work, Frustration, Hypertension, Coronary problems at Individual level and diversion from collective goals, cohesion among team members at organizational level. Considering these circumstances, the importance of incorporating generosity into conflict resolution arises as an innovative and transformative method for handling organizational challenges. In this context, Generosity depicts a mind-set and conduct marked by a selfless and altruistic approach to resolving disputes. Generosity can be demonstrated during a conflict through various actions such as active listening, showing empathy, acknowledging people and Perspectives, providing constructive Feedback and shared Responsibility. This fosters a constructive and collaborative resolution.
A study by Umashankar & Charita (2014), found that in corporate sectors, applying intervention program on emotional intelligence and empathy lowered the frequency of conflicts among the professional in the workplace. It has also been found by LeBlanc, Gilin, Calnan, & Solarz (2012) that perspective taking is associated with lower perceptions of relational conflict as those who can think about a situation from another’s perspective has an ability to reframe conflict events and interpersonal interactions in such a way as to experience significantly lower relational conflict. The very first step of conflict resolution is to recognize, and value the alternative perspective of others. Maintaining an open-minded approach towards the situation in necessary as our interpretation might lack complete objectivity, which might escalate the disagreement.
The capacity to actively listen and comprehend the messages conveyed by another person is important for resolving conflicts as enhancing our individual listening abilities will lead to a deeper understanding of others’ perspectives, emotions, and requirements (Chastain, 2013).
Generosity spreads contagiously through workplace networks (Herzog, 2020). Acts of promotes positive wellbeing in the givers of those acts, this inspires generosity not only in the recipients of the kind acts but also in those observing such acts.
In conclusion, conflicts within organizations, while uncomfortable, play a pivotal role in the innovation process. They serve as catalysts, igniting creativity, and driving positive changes within the organization. However prolonged conflict can possess a challenge thus adopting a generous approach towards conflicts, marked by empathy, active listening, and a commitment to collective success, becomes necessary. When Generosity used for conflict resolution, a culture of collaboration prevails within the organization drives the organizations toward sustainable growth. It not only improves the relationship between the parties by introducing a more humanitarian approach but also convert challenges into opportunities, establishing the groundwork for a future characterized by resilience and innovation.
References
–> References Abiodun, A. R. (2014). Organizational conflicts: Causes, effects and remedies. International Journal of Academic Research in Economics and Management Sciences, 3(6), 118.
–> Chastain, A. (2013, Dec 02). “Use active listening skills to effectively deal with conflict” : Michigan State University.
–> Herzog, P. S. (2019). The science of generosity: Causes, manifestations, and consequences. Springer Nature.
–> LeBlanc, D., Gilin, D. A., Calnan, K., & Solarz, B. (2012). Perspective taking, empathy, and relational conflict at work: An investigation among participants in a workplace conflict resolution program. In Intl. Association for Conflict Management, IACM 25th Annual Conference.
–> Umashankar, K., & Charita, H. (2014). Conflict resolution through training on emotional intelligence and empathy in a workplace-an empirical study. Research in Business and Management, 1(2), 121-145.
About the author
