Transforming interpersonal conflicts into motivation in the company

Abstract

Interpersonal conflict is something inherent in human relationships, constant in all types of environments, and is strongly present in the workplace. Thus, the objective of this study was to identify the different types of conflicts that exist among employees in the organizational environment and ways to transform them into motivation for employees. In the present research, a case study was carried out in a medium-sized company, in the intralogistics sector, located in the interior of the state of São Paulo. The Rahim Conflict Management Scale was used, measuring 5 conflict management styles: Servility, Integration, Avoidance, Domination, and Commitment. We can notice that in the group below the average (17.8% of the answers), they contained answers of three styles, being them Servilism, Domination, and Avoidance, and they dealt with the following themes: Difficulty to accept and act according to the wishes of other colleagues, demonstrations of disagreements with other colleagues, in these situations. Chiavenato in the 2004 emphasizes one way to deal with this problem, is to hold a confrontation meeting, where a third party mediates a round of opinions and self-evaluations from both parties, the evaluator has the role of weighing the criticism in search of a constructive solution to the conflict. It can be observed, therefore, that several factors can cause conflicts, and it is not possible to identify exactly one, and it will always be variable in certain situations, and it is the manager's job to be prepared, with great knowledge in this area, to analyze each situation, being able to resolve the conflict and turn it into something positive for those involved.