ROLE OF EMOTIONS IN CONFLICT 6
Roleof Emotions in Conflict
Roleof Emotions in Conflict
Emotionsplay a crucial role in determining the success or failure of aproject or task. They are an expression of how people feel and thinkand also determine their attitude in the workplace. Emotions form anintegral part in solving conflicts because both parties involvedengage and build a relationship in an attempt to solve problems orneeds when they arise. Depending on the individuals’ relationshipat work and their level of stress at work, emotions can either solveor make the problem worse off (Eilerman,2008).In this essay, the author will discuss the role of emotions insolving conflict in the workplace. The author will illustrate howemotions played a role in losing a good job and how this impededconflict management between himself and the employer.
Peopleare always looking for a decent job that will earn them some good payor at least give them some level of satisfaction. I had just moved toa new city and was looking for a job just to get by and whenopportunity came at the door I did not hesitate and took up the job.For the next six months, I would become a customer servicerepresentative for a reputable company and the job offered me somegood pay. I was excited at the prospects of a job and even makingmore money depending on how I performed at work. However, we had tohave one month training before we could take up the job. The trainingwas intense and I however managed to successfully finish and startedworking. As I had cited before, the job was paying well but with timeI started to realize the immense pressure I was being subjected to inorder to perform. This is where emotions started playing their rolein my conflict between my employer and me.
Beinga customer care representative is not one of the easiest jobs on theplanet. One is required to be a problem solver and also have a widearray of knowledge about the company’s services. The job requiredone to be a constant learner as the company introduced new productsand services. But this was not the worst part the worst part wasthat we had quality assurance reviews which evaluated employee’sperformance after every two weeks. This was the part I struggled themost. This is due to the fact that, I felt that the employer did notoffer adequate time to learn about the role and the pressure onperforming in the job. As a consequence of my poor performance atwork, I was assigned a team leader who did not help the situation butinstead made it worse. I was required to come in at work for someextra hours and get some few pointers from my team lead on ways inwhich I could improve my performance, and this continued on for a fewweeks. At this point, I was concerned about the future of my job asit looked bleak at the time. In addition, I was concerned about theextra sessions that I was spending with my team lead as they did notyield any fruits in the short term. It felt as if the job wasdemanding too much and I could not deliver, and this piled morepressure on my ability to perform. It was at this moment that I beganto fear that I might lose my job. But the worst was yet to come.
Theextra training sessions at work with my team leader started to becomemore of a nuisance as the negative reports on quality assurancehaunted me. This is what actually started to change my attitude aboutthe job despite my team leader not offering enough assistance atwork. It was during the winter and just like the weather, the job wasbecoming a constant struggle. The diminishing relationship between meand my team leader did not help the situation either. During themiddle of winter, my car broke down and added more troubles on mypile of woes. My sour relationship between my employer ensured that Icould not have a schedule change due to my lack of performance atwork. At this time my attitude towards the job and my employer was atan all-time low. This consequently led to me calling in at work innumerous occasions since I could not get to work as due to the poorstate of my vehicle. The fact that my team lead did not allow me tochange my working schedule agitated me, and at some point, it made menot to even care about my job. In my opinion, it seemed like therewas a tag of war between my employer and myself and one of us wasgoing to lose the war. Eventually, my team lead headed to my call andaccepted to change my schedule but this was too little too late. Thedamaged had been done already, and in one of my extra sessions Istormed out at work after having an argument with my team lead. Myteam lead was not satisfied with my progress and questioned mycommitment at work (Fisher& Sharp, 2004).For me, the amount of stress and pressure to perform was too much andI could not take it in. I left work on that day, only to come backthe next day and find out that I had lost my job.
Thiswas probably one of the most excruciating moments of my life. I feltthat I was trying to do my best but my team lead was probably thelargest obstacle in my case. There was no attempt between my teamlead and I in resolving the conflict as our relationship dictated theoutcome of level of engagement between us(Desivilya & Yagil, 2004).I have memories about the situation but no regret about how thingsturned out. This is to a large extent because it seemed like bothparties were not attempting to solve the conflict at hand, butinstead we each let our emotions get the best of us.
Emotionscan either have a positive or negative effect on conflicts. It iscrucial to remember that our emotions at work can be triggered by alot of things both in work and outside work and therefore, it isimportant to always keep them in check. Emotions can also determinethe relationship that people have at work which in turn has an effecton conflict resolution. Both employers and employees should work onbuilding better relationships and managing their emotions in case ofconflict. This can be addressed through proper communication betweenparties in conflict. Emotions can either make or break an employee’sattitude at work and therefore it is always important that employeesare given a chance to vent out their emotions. Most of time, theemployer expects too much from the employee without considering howthe conflict can be tacked by the two parties through buildingpositive relationships.
Desivilya,H., & Yagil, D. (2004, October 10). The Management: The Case of Work Teams.Retrieved March 27, 2015, from SSRN:http://papers.ssrn.com/sol3/papers.cfm?abstract_id=602041
Eilerman,D. (2008, January). TheSignificance of Emotional Engagement in Conflict Management.Retrieved March 27, 2015, from Mediate:http://www.mediate.com/articles/eilermanD10.cfm
Fisher,E. A., & Sharp, S. W. (2004). TheArt of Managing Everyday Conflict: Understanding Emotions and PowerStruggles.London: Greenwood Publishing Group.