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Constructive Management of Conflicts Based on Member Communication

The best way to constructively manage a conflict will depend upon the communication level and style of those involved in the member. • Psuedo communication
In pseudo communication, people may talk but do not actually communicate. Psuedo communication in public can take the form of vague pleasantries or discussion of empty topics. In the work place, pseudo communication can take the form of vague instructions that are difficult to follow or failing to give detailed information. Pseudo communication also occurs when managers are using general management slogans instead of specific instructions and goals. For example, when someone is having a problem and says that they cannot complete all of their tasks on time, pseudo communication occurs when the manager simply says, “Work smarter, not harder.” The frustration of employees dealing with incoherent or inconsistent goals can create conflict. These conflicts can sometimes be resolved by teaching managers how to give specific directions like “we need a 10% budget cut this month” or “if you cannot do both projects, the second choice can sit for a week”.

• Asymmetric communication
In asymmetric communication, one side gets the majority of the communication time and dominates the flow. Managers who refuse to meet with employees or who lecture but never listen are an example of asymmetric communication. Employee conflicts arise when their problems are not addressed or minimized. Resentment also builds when managers using asymmetric communication styles interrupt others continuously on the erroneous assumption that as the boss, they should be speaking a vast majority of the time. Yet when employees cannot report problems to a manager and have them resolved, whether it is a workplace conflict or problems with a product, the problems grow. Managers using asymmetric communication also have a tendency to become angry when goals aren’t met or problems arise. After all, didn’t they tell someone what to do and how to do it? This increases conflict because the blame is disproportionately laid at the feet of staff, regardless of actual blame.