Introduction to conflict management in business
Conflict is an inevitable part of doing business across all industries and can emerge within an organisation's internal operations or its external interactions. Although conflict is something that most people prefer to avoid, conflict can have a positive effect and help drive innovation when handled well.
Learning about conflict management in a business management programme will teach you to handle conflict capably and confidently. By understanding the origins and dynamics of conflicts, a skilled business manager can implement effective strategies to resolve them. In this article, we will look at the different types of conflict, their causes and how to deal with them in a way that brings about a positive resolution.
Overview and definition of conflict in business settings
Conflict in business settings refers to any situation where the interests, needs, goals or values of involved parties interfere with one another. Such conflict is almost inevitable in workplace settings where there are multiple interacting stakeholders with varying priorities and objectives.
These interactions can occur among employees, between managers and employees, across different departments or with external parties such as suppliers, regulators and customers.
Importance of conflict resolution skills in business management
Understanding and managing these conflicts effectively is an important aspect of business management. When poorly managed, conflicts can lead to reduced productivity and a hostile work environment. Conversely, effectively managed conflicts can enhance problem-solving, improve decision-making and lead to innovative solutions that can strengthen the business.
Conflict management is an essential skill in business management and a business manager with effective conflict resolution skills will be able to minimise the damage of conflict and ideally resolve it in such a way as to bring positive outcomes.
Significance of teaching conflict management in business courses
As conflicts are an unavoidable part of running a business of any significant size, conflict management is a vital part of any business manager’s skillset. Business management courses such as FPD’s online programmes will teach aspiring managers how to recognise conflicts in their early stages and to understand how conflicts can develop.
A good business management course will also provide business managers with the skills to address the different types of conflict. A well-trained business manager will have a range of strategies to best resolve conflicts and minimise the harm they can bring to the people involved and the organisation. Upon completing a business management course, managers should be able to tackle these challenges in such a way as to bring about a positive solution that ultimately strengthens the business.
Key conflict management skills
Handling conflicts effectively requires a wide range of skills. While some of these skills come more naturally to some individuals, they can be taught and practised to improve not only managing conflict situations but across all of your business and even personal integrations with people.
1. Communication skills
As a business manager, you will need to communicate effectively with the people on your team, as well as with outsiders such as clients and suppliers. Here are some key skills that will improve your ability to communicate well.
Active listening
This involves giving full attention to the speaker, understanding their message, responding thoughtfully and remembering what has been said. Active listening helps with conflict management as it ensures all parties feel heard and understood, helping to defuse tension and facilitate a more effective resolution.
Effective verbal and non-verbal communication
Both verbal and non-verbal communication are important skills for a business manager, not least for helping to deal with and resolve conflict situations.
Clear verbal communication ensures that messages are not misunderstood, while non-verbal cues such as body language, tone of voice and eye contact can reinforce the intent and sincerity of the spoken words. Effective use of both can help in delivering and receiving messages more clearly, promote understanding and avoid unintended escalation of conflict.
Clear and assertive expression of ideas
Being clear and assertive without being aggressive is crucial. This means expressing thoughts and feelings in an open, honest and direct manner without being aggressive. This approach respects one’s own rights and the rights of others, paving the way for constructive dialogue and solutions without causing resentment or misunderstanding.
2. Emotional intelligence
Emotional intelligence, also known as EQ, differs from IQ in that it is something that you can easily improve through greater awareness and practice. Here are some key things you can pay attention to that will improve your interactions with others, whether managing a conflict situation or building a better understanding of why people behave the way they do.
Understanding and managing emotions
Recognising one’s own emotional states and those of others enables individuals to choose how they respond to different situations consciously, which is vital in managing conflicts and preventing them from escalating. Managing emotions helps maintain professionalism and objectivity in heated situations.
Empathy and perspective-taking
Empathy involves understanding and sharing the feelings of another person, which can greatly aid in resolving conflicts. Perspective-taking, or “putting yourself in another’s shoes”, will help you to see the situation from the other person’s viewpoint. This will improve a business manager’s understanding of the other party’s grievances, making it easier to find mutually agreeable solutions.
Self-awareness and self-regulation
Self-awareness allows people to recognise their feelings, triggers and responses during conflicts. Self-regulation involves maintaining calm and controlling negative or disruptive emotions that might otherwise escalate a conflict. Business managers who practise self-awareness and self-regulation will make better informed, considerate decisions that can defuse potential conflicts.
3. Problem-solving skills
Good problem-solving skills are essential to business management and a core focus of any business management course. Students enrolled in a business management course will learn to identify, analyse and solve issues effectively and quickly. Managers with good problem-solving skills apply the following when faced with a new problem.
Analytical thinking
This skill involves systematically breaking down complex problems into smaller, manageable parts, identifying patterns and understanding the underlying issues. Analytical thinking helps business managers to identify the root causes of conflicts, making it easier to address them effectively.
Creative problem-solving
Creativity in problem-solving means thinking outside the box and considering all possible options to find novel solutions to conflicts that satisfy all parties. This approach often leads to innovative solutions that might not be immediately obvious and that conventional thinking might miss.
Decision-making skills
Effective conflict resolution requires making timely and well-considered decisions. Good decision-making involves assessing various options and their potential impacts, ensuring that decisions are made based on rational deliberation rather than emotional responses.
4. Negotiation skills
Negotiation skills are vital for business managers, and business management courses aim to refine managers’ ability to communicate, persuade and reach mutually beneficial agreements. Strong negotiation skills aid in a wide range of business activities, from securing contracts and managing supply chain relationships to resolving internal conflicts and facilitating organisational change.
Identifying interests and positions
In a conflict situation, interests are the needs or wants that drive people, while positions are the stances people take in arguments and determine what people say they want. Understanding these interests and positions helps in framing discussions that address the core issues and helps a business manager to address the underlying needs which may be key to resolving the conflict.
Creating win-win solutions
The aim of effective negotiation is not to win at the expense of another but to find solutions that satisfy the needs of all parties. This approach fosters cooperation and agreement, ensuring that all parties feel they have gained from the negotiation.
Maintaining relationships
Good negotiators focus on the relationship as much as the issues being argued. Maintaining positive relationships during conflict can lead to easier resolutions and benefits long after the current conflict has been resolved. This approach takes a longer-term viewpoint and avoids a situation whereby you “win the battle, but lose the war”. Keeping good relations ensures that any future conflicts arising between the two parties will be easier to resolve than if relations were soured at the expense of winning a single conflict.
Benefits of learning conflict management skills in business courses
Learning conflict management skills in business courses provides many benefits that will significantly enhance the professional and organisational effectiveness of business managers. By acquiring these skills through online learning, students can avoid learning these skills through the trial and error of personal experience.
These skills prepare business managers to defuse tensions and transform potential conflicts into opportunities for growth and innovation. Completing a business management course improves their overall employability and leadership potential, making them assets in any business environment.
Improved communication and collaboration
Conflict management training in a business management course equips individuals with better communication skills, fostering a workplace where team members can engage in open and honest discussions. Students learn to listen actively, articulate their thoughts clearly, and engage constructively with differing viewpoints.
This improved communication facilitates deeper understanding and cooperation. As a result, trained business managers lead teams that are more cohesive and can harness the collective expertise of their members to achieve common goals more efficiently.
Enhanced problem-solving and decision-making abilities
Learning about conflict management in a business management course will greatly improve problem-solving and decision-making abilities by teaching students to analyse conflicts critically and explore all possible solutions. As students learn to weigh the pros and cons of various approaches, they become adept at selecting the most effective solutions that address the underlying issues of conflicts.
Business managers who make swift, effective decisions will greatly improve a team or organisation’s chance of success in competitive business environments. Moreover, the confidence gained from successful conflict resolution reinforces a leader’s ability to face future challenges, making them more resilient and adaptable to change.
Reduced workplace conflicts and increased productivity
Learning conflict management skills leads to a noticeable reduction in the frequency and intensity of workplace conflicts. When a business manager is equipped with effective strategies to address disagreements constructively, employees can resolve issues before they escalate into significant disruptions and create a toxic work environment.
This reduction in workplace conflicts correlates with increased productivity, as employees spend less time dealing with interpersonal issues and more time on their tasks. This also benefits the organisation as it reduces absenteeism and staff turnover.
Development of stronger leadership and management skills
Both aspiring managers and experienced business managers can improve their leadership and management skills by studying an appropriate business management qualification. Leaders trained in conflict management are better equipped to handle crises and negotiate effectively under pressure, having developed the skill to maintain composure and clarity of thought under stress.
Developing skills such as empathy, active listening and adaptability helps business leaders inspire trust and respect from their teams, which increases employee loyalty and dedication. As leaders become more proficient in handling conflicts, they also improve their ability to mentor their teams through challenges and foster a work culture that promotes personal and professional growth.
Teaching conflict management in business courses
Students enrolled in a business management course are taught how to deal with conflict, including both theoretical foundations and practical applications with real-world examples.
1. Theoretical foundations
Teaching conflict management effectively starts with a solid theoretical foundation, which includes:
Introduction to conflict theory
Learning the theoretical foundations of conflict management begins with an introduction to the basic concepts and theories surrounding conflict. By exploring how and why conflicts arise in organisational settings, students will better understand the complexities of conflict dynamics within businesses and will have laid the groundwork for learning how best to manage them.
Understanding sources and types of conflict
Students learn about various sources of conflict, including interpersonal, intergroup, and organisational conflicts. Recognising different types of conflict enables students to apply appropriate management strategies.
You can jump to the FAQs about the sources of conflict, the stages and the different types of conflict within the workplace to learn more.
Learning conflict styles and management strategies
A business management course will teach students the various conflict styles and management strategies, such as competing, avoiding, accommodating, compromising, and collaborating. Each style has its advantages and appropriate contexts for use, which are crucial for effective conflict management.
You can learn more in the FAQ on conflict management styles.
2. Practical applications and real-world examples
Once students have grasped the basic theory behind conflict within the workplace the next step is to look at practical examples to see how conflicts have emerged and been resolved. Here are some notable real-world examples.
Apple vs Samsung: Long-standing patent dispute over smartphone technology
The Apple vs Samsung patent dispute began in 2011 when Apple filed a lawsuit against Samsung, alleging that the South Korean company had infringed on Apple’s intellectual property by copying the design and functionality of its devices, particularly the iPhone and iPad.
The dispute spanned four continents and involved many claims and counterclaims. In one of the most significant rulings in 2012, Samsung was ordered to pay Apple more than $1 billion in damages. This amount was later reduced on appeal and after several years of ongoing legal battles, in 2018 the companies agreed to settle the remaining claims and counterclaims under terms that were not publicly disclosed.
The legal battle was highly influential on the technology sector, with tech companies now working harder to differentiate their product designs and user interfaces and protecting their intellectual property more vigorously.
Microsoft: Antitrust allegations in the late 1990s and early 2000s
The case began in May 1998 when the US Department of Justice filed a lawsuit against Microsoft. The allegations centred around Microsoft’s bundling of its Internet Explorer browser within the Windows operating system, which was seen as a way to maintain its monopoly and stifle competition.
Microsoft faced the prospect of being split into two separate companies and changing the code for its software. The case ended in November 2001 with a settlement where Microsoft agreed to share its application programming interfaces with third parties but did not require Microsoft to change any of its code or split its business.
The case set precedents for how similar cases were handled in the future, particularly those involving other tech giants such as Google and Apple. The case also contributed to the dialogue and policies regarding how large tech companies should be regulated to promote competition and innovation.
Starbucks: Conflict with Ethiopian coffee farmers over trademarking certain coffee names
The dispute between Starbucks and Ethiopian coffee farmers over the trademarking of certain coffee names began in 2006 when Ethiopia sought to trademark the names of its speciality coffees: Sidamo, Harar and Yirgacheffe. Ethiopia aimed to gain more control over the coffee names to secure better prices in the international market and to improve earnings for the farmers who grow these beans. Starbucks opposed Ethiopia’s trademarking efforts in the US, arguing that these names referred to geographical regions and that trademarking could limit business operations for coffee sellers and roasters worldwide.
In 2007, after facing significant public backlash, Starbucks and the Ethiopian government reached an agreement. This allowed the country to control naming rights and to license the names to companies worldwide. This agreement was a victory for Ethiopian coffee farmers and was widely covered as an example of a developing country asserting its rights against a global corporation.
This conflict highlighted issues of ethics, cultural sensitivity and corporate responsibility. It provides business students with an example of the implications of global business operations on local cultures and economies.
Sources of conflict in business
Business conflicts can arise at three different levels: interpersonal, organisational and with external parties. Each of these sources of conflict requires specific strategies for management and resolution, highlighting the importance of conflict management skills in preparing business managers for their roles.
1. Interpersonal conflicts
Interpersonal conflict occurs between two individuals, usually within the same organisation. Business managers may have to deal with the following common sources of interpersonal conflict.
Differences in personality and communication styles
Interpersonal conflicts often arise due to differing personalities and communication styles of individuals within a team. For example, some people may be direct and assertive, while others prefer a more passive and gentle approach. These differences can lead to misunderstandings, resentment and friction if not effectively managed.
Conflicting goals and priorities
When team members have different objectives or prioritise tasks differently, it can create conflict. This is especially common when the individuals are from different teams with different roles and focuses and when they disagree on how to achieve the best outcome for the organisation. For example, a designer may feel that the look of a product is being neglected, while someone in IT or engineering would be concerned with underlying functionality and someone in finance would focus on reducing production costs.
Misunderstandings and perceptions
Interpersonal conflicts can easily stem from misunderstandings and differences in perceptions between individuals in the workplace. Common causes of misunderstandings include inadequate communication, assumptions or cultural differences between team members. These can be exacerbated by personal biases or incomplete information, leading to mistaken perceptions regarding another person’s intentions or actions.
2. Organisational conflicts
Organisational conflicts often involve issues related to the structure and function of the organisation and can occur between people in different departments.
Resource allocation and competition
Conflicts frequently occur when teams or departments compete for limited resources such as budgets, space or personnel. These conflicts can intensify if the criteria for resource distribution are not clear or are perceived as unfair, highlighting the importance of clear communication and fair treatment by business managers. This type of conflict can also occur between people within the same department, such as between salespeople competing to reach monthly sales targets.
Structural issues and organisational change
Changes in an organisation’s structure, procedures or policy are often met with resistance by staff members, particularly those who have become accustomed to doing things in a certain way. Employees may also resist change due to uncertainty or fear of the impact on their roles. This common cause of conflict between staff and management can be mitigated through clear communication and requires careful and considerate management by those implementing the changes.
Role ambiguity and interdepartmental conflicts
A lack of clearly defined job roles can lead to confusion over responsibilities, often resulting in conflicts between departments or among team members. Business managers can mitigate or avoid these conflicts through communication and by making it clear who is responsible for what tasks. Interdepartmental conflicts, resentment and blame shifting can also occur when the success of one department relies on another department fulfilling its role.
3. External conflicts
External conflicts relate to factors outside the organisation that can significantly impact its operations and which business managers should be aware of and know how to handle. Here are some common examples of external factors that can lead to conflict.
Market competition and customer relations
Market competition and customer relations are two external factors that can lead to conflicts in business. Management of both of these factors can influence how a company shapes its policy and operations.
Market competition refers to the rivalry between companies striving to gain sales and market share. This competition can become a source of conflict in several ways, such as pricing wars and innovation and design races to provide the best product. Market competition can also see companies competing over scarce resources and engaging in legal battles over issues such as intellectual property.
Customer relations involve how a company relates to its customers and maintains its public reputation. Customer relations conflicts can arise over issues such as managing expectations and addressing service or product failures.
Business managers must anticipate, understand and strategically manage these external pressures to minimise conflicts. This can be achieved through continuous market analysis, strong customer relationship management and the readiness to adapt business strategies to meet changing market conditions and consumer behaviour.
Regulatory and legal compliance
Compliance with regulations and laws can lead to conflicts, especially for businesses operating in highly regulated industries or operating in multiple jurisdictions. Changes in laws or regulations can impose new burdens on companies, leading to conflicts with regulatory bodies or challenges in meeting new compliance standards.
Failure to comply with regulations can lead to fines, sanctions or even criminal charges. These can lead to legal disputes and conflicts that can also damage a company’s reputation and threaten its customer relations and market position. Business managers must continuously monitor these changes in laws and regulations and adapt quickly, which can be resource-intensive and lead to conflicts with stakeholders who might view these adaptations as insufficient or overly cautious.
For companies operating in multiple jurisdictions, the variations in legal requirements from one country to another can create conflicts. What is allowed in one country might be illegal in another, causing legal challenges and conflict when trying to implement a uniform global business strategy.
Economic and environmental factors
Economic and environmental factors are two uncontrollable external forces that can lead to conflicts for businesses. These conflicts often revolve around how the business is responding to these external pressures and its strategies for mitigation or adaptation. Business managers should understand these factors and know how to mitigate them and manage the conflicts they can create.
External economic conditions like recessions, changes in commodity prices or shifts in consumer preferences can lead to conflicts as businesses adjust their strategies to new realities. Environmental factors, including sustainability practices and environmental impact concerns, can also lead to conflicts with stakeholders, regulatory bodies or within the organisation as it seeks to balance profitability with ethical considerations.
To manage and address conflicts arising from economic and environmental factors, business managers can adopt strategies such as risk management plans, proactive stakeholder engagement, initiating sustainability initiatives, appropriate insurance coverage and financial hedging.
FAQs
Study business management with FPD
FPD offers a range of management courses aimed at aspiring managers and experienced managers seeking to further build on their experience. All of these fully online programmes are structured so that you can start your studies at any one of multiple starting points throughout the year and you’ll only need to pay for one module at a time.
The online nature of the programmes makes them ideal for those who have to juggle other work or life responsibilities and studies can be carried out in your free time, such as evenings and over weekends. There are also options to obtain credit transfers from prior studies as well as recognition of prior learning for those who may not have the academic qualifications required but have sufficient provable experience to meet the application criteria.
FPD’s Higher Certificate in Management programme offers a comprehensive online education tailored for emerging managers. Positioned at NQF Level 5, this two-year course is designed to imbue students with essential management skills through a curriculum that includes modules on effective leadership, human resource management, financial management and project management, among others. Participants will engage with complex business scenarios that encourage innovative thinking and problem-solving, enhancing their management capabilities in dynamic environments.
To apply for this programme, applicants need a Grade 12 National Senior Certificate or an NQF Level 4 qualification. This structured yet flexible programme is ideal for individuals looking to advance their management careers through a blend of theoretical knowledge and practical application. To find out more about this higher certificate, please look at the Higher Certificate in Management page.
The Advanced Certificate in Management is a comprehensive online programme designed for mid-level professionals and managers who aim to deepen their management expertise and leadership skills. Positioned at NQF Level 6, this two-year programme equips participants with the ability to apply management principles in real-world settings, enhance their project management skills, utilise technology for effective communication, conduct action research and tackle marketing challenges. The curriculum is structured to broaden the student’s understanding of their industry and global market forces, enhancing their strategic and operational management skills.
To qualify for this programme, applicants need to have an NQF Level 5 qualification. This programme fosters a deeper understanding of complex business environments and prepares managers to take the lead in dynamic and challenging situations. To find out more about this advanced certificate, please look at the Advanced Certificate in Management page.
FPD’s Advanced Management Programme (AMP) with Alliance Manchester Business School is a high-calibre executive development course designed to empower leaders with essential management skills for the modern business landscape. Offered fully online, this one-year programme involves a series of modules that focus on all aspects of management such as marketing, financial management, critical thinking, transformative leadership and relationship management.
Admission to the AMP requires applicants to have at least two years of management experience and a post-matric degree. Applicants may also be considered if they can provide evidence of 10 years of progressively increasing management responsibilities within a transformational social good environment such as a not-for-profit organisation.
This programme is especially suited for seasoned professionals looking to augment their strategic management capabilities and successfully take on advanced leadership roles. To learn more about this programme, please look at the Advanced Management Programme with Alliance Manchester Business School page.
