Conflicting goals are an unavoidable part of organisational life. Although such quandaries cannot always be avoided, one can control how they are handled. They can deny them or act in ways that exacerbate them. Alternatively, they can develop innovative approaches that will actually increase their ability to achieve their goals. With enough practise, one might even be able to challenge the very assumption that the conflict is unavoidable!
There are two basic ways in which conflicting goals manifest. In the first case, the need to achieve two distinct goals puts pressure on the organisation to take more or less of an action that affects performance relative to both goals at the same time. Given the impossibility of satisfying both conditions at the same time, the organisation usually achieves one goal at the expense of another.
Conflicting goals manifest themselves in a second fundamental way. Attempting to achieve both goals at the same time undermines people's ability to achieve either goal. The increase in total activity may also become unsustainable as resources such as time, money, and people's good will eventually limit the organization's ability to achieve either of the goals. In essence, the effort to achieve these goals becomes a "fix that fails," eroding performance in both areas over time.
Most people pursue multiple goals at the same time, some of which are related to different life domains such as work, family, or leisure, while others are related to the same life domains. Unfortunately, balancing the demands of multiple goals that frequently draw on the same resources such as time, energy, or money is difficult, resulting in goal conflict. The majority of research on juggling multiple goals has focused on the conflict between work- and family-related goals.
So, how do people manage to pursue multiple goals without jeopardising their well-being when their goals compete for the same resources and thus conflict with one another? Goal shielding is a process that allows people to pursue multiple goals without conflict. The effect of goal shielding is when the activation of one goal inhibits the cognitive availability of a competing goal. People can use this process to temporarily prioritise one goal over another. This is consistent with theorising by Orehek and Vazeou-Nieuwenhuis, who identified concurrent goal prioritisation as a self-regulatory strategy that facilitates the management of multiple goals. However, Ballard and colleagues discovered that when people have two competing goals, they generally try to achieve both rather than clearly prioritise one of them, even if an extrinsic financial incentive would reward them for focusing on only one of the goals.
• 1. Identifying positive and negative conflict.
• 2. Strategies for dealing with conflict when it happens.
• 3. Learn and practice the skills necessary to uncover and deal with conflict.
• 4. Learn a three-part model for resolving conflict.
• 5. Develop personal action plans for conflict situations back at work.
It is advantageous to resolve disputes as soon as possible before they escalate. Maintaining a positive work environment allows employees to collaborate and achieve common goals. When employees are able to quickly resolve their conflict, the team can return to working in a cooperative environment. When employees are encouraged to address workplace problems, trust within the organisation grows.
The programme will equip participants with effective tools for dealing with stressful situations in the workplace before they spiral out of control. This is how they become a highly successful leader. Learn how to create effective conflict resolution techniques and manage complex team dynamics with sensitivity and firmness.
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