American Journal of Applied Sciences 3 (7): 1905-1909, 2006 ISSN 1546-9239 © 2006 Science Publications

A Competence-based View to Conflict Management
Waitchalla R.R.V. Suppiah and Raduan Che Rose Graduate School of Management, University Putra Malaysia, 43400 UPM Serdang, Selangor Darulehsan, Malaysia
Abstract: This study presents a review of conflict management from the competence-based perspective. It highlights the conflict management typologies as well as previous studies conducted using the competence model of conflict. There are scant studies using the competence model to conflict management. Previous studies using this model have used students as their respondents and have a Western biasness. Key words: Conflict, conflict management styles, competence, effectiveness, appropriateness INTRODUCTION Conflict is a pervasive aspect in both professional and social interactions. It occurs among family members, friends, colleagues and even between superiors and subordinates. As long as there is a human element present, conflict is certain. No doubt when mentioning the word conflict, the first thing that comes to mind is that it is a negative and a destructive element to be avoided at all costs. In addition, other issues associated with conflicts are wasted time on conflicts[1-4], low employees motivation[2,3,5,6], lower productivity[1,3,5], equipment being stolen or vandalized[1,2], increased legal costs[1,5], relational strain in the workplace[7], negative consequences for health[8] and stressed-related medical claims[5]. Furthermore, decisions made by people in conflict will not be the best as angry colleagues might withhold or manipulate information required by decision makers and decision makers’ judgments are marred when they feel threatened by the other’s intentions. Conflicts in the workplace are not something to be ignored. Unaddressed conflicts will fester and get worse if it is neglected. Individuals need to have the skills and knowledge on how to