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    Workplace Conflict Resolution: People Management Tips by Susan M. Heathfield C

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    Neha Sahu
    Workplace conflict is costly and can damage company culture if not addressed. Leaders must intervene to resolve conflicts through mediation and applying different conflict resolution styles like compromising, collaborating, or avoiding, depending on the situation. There are five steps to resolving workplace conflicts: setting the scene, gathering information, agreeing on the problem, brainstorming solutions, and negotiating an agreement. Developing conflict resolution skills is important for managers as conflict negatively impacts productivity, creativity, and the bottom line if not properly handled.

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    Workplace Conflict Resolution: People Management Tips by Susan M. Heathfield C

    Uploaded by

    Neha Sahu
    80 views5 pages
    Workplace conflict is costly and can damage company culture if not addressed. Leaders must intervene to resolve conflicts through mediation and applying different conflict resolution styles like compromising, collaborating, or avoiding, depending on the situation. There are five steps to resolving workplace conflicts: setting the scene, gathering information, agreeing on the problem, brainstorming solutions, and negotiating an agreement. Developing conflict resolution skills is important for managers as conflict negatively impacts productivity, creativity, and the bottom line if not properly handled.

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    Milind Dave

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    Workplace conflict is costly and can damage company culture if not addressed. Leaders must intervene to resolve conflicts through mediation and applying different conflict resolution styles like compromising, collaborating, or avoiding, depending on the situation. There are five steps to resolving workplace conflicts: setting the scene, gathering information, agreeing on the problem, brainstorming solutions, and negotiating an agreement. Developing conflict resolution skills is important for managers as conflict negatively impacts productivity, creativity, and the bottom line if not properly handled.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    80 views5 pages

    Workplace Conflict Resolution: People Management Tips by Susan M. Heathfield C

    Uploaded by

    Neha Sahu
    Workplace conflict is costly and can damage company culture if not addressed. Leaders must intervene to resolve conflicts through mediation and applying different conflict resolution styles like compromising, collaborating, or avoiding, depending on the situation. There are five steps to resolving workplace conflicts: setting the scene, gathering information, agreeing on the problem, brainstorming solutions, and negotiating an agreement. Developing conflict resolution skills is important for managers as conflict negatively impacts productivity, creativity, and the bottom line if not properly handled.

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    of 5

    c

    Workplace Conflict Resolution: People


    Management Tips by Susan M. Heathfieldc
    c
    PERS-1301 Human Resource Management
    c
    c
    2/17/2011
    Nelson Lacroix
    Milind Dave
    Workplace Conflict Resolution: People Management Tips

    Workplace conflict is a time-consuming and costly problem that can have a severe impact on

    the bottom line. Despite this, many top leaders lack the ability to confront softer issues such

    as employee relationships in their organisations. Organization leaders are responsible for

    creating a work environment that enables people to thrive. If turf wars, disagreements and

    differences of opinion escalate into interpersonal conflict, we must intervene immediately.

    Not intervening is not an option if we value our organization and our positive culture. In

    conflict-ridden situations, our mediation skill and interventions are critical.

    Conflict in the workplace is generally the result of serious disagreement over needs or goals,

    and can result in behaviours such as gossip, avoidance, verbal abuse, passive and aggressive

    communication, and hostility. This can in turn lead to a drop in productivity, a focus on

    problems rather than solutions, can lead to slump in creativity and innovation.

    Understanding the Theory: Conflict Styles

    Conflict Management Model

    Competitive: People who tend towards a competitive style take a firm stand, and know what

    they want. They usually operate from a position of power, drawn from things like position,

    rank, expertise, or persuasive ability. This style can be useful when there is an emergency and

    =O 
    
    a decision is needed to be made faster and when the decision is unpopular or when defending

    against someone who is trying to exploit the situation selfishly. However it can leave people

    feeling bruised, unsatisfied and resentful when used in less urgent situations.

    Collaborative: People tending towards a collaborative style try to meet the needs of all

    people involved. These people can be highly assertive but unlike the competitor, they

    cooperate effectively and acknowledge that everyone is important. This style is useful when

    we need to bring together a variety of viewpoints to get the best solution and when there have

    been previous conflicts in the group or when the situation is too important for a simple trade-

    off.

    Compromising: People who prefer a compromising style try to find a solution that will at

    least partially satisfy everyone. Everyone is expected to give up something, and the

    compromiser him- or herself also expects to relinquish something. Compromise is useful

    when the cost of conflict is higher than the cost of losing ground, when equal strength

    opponents are at a standstill and when there is a deadline looming.

    Accommodating: This style indicates a willingness to meet the needs of others at the

    expense of the person's own needs. The accommodator often knows when to give in to others,

    but can be persuaded to surrender a position even when it is not warranted. This person is not

    assertive but is highly cooperative. Accommodation is appropriate when the issues matter

    more to the other party, when peace is more valuable than winning, or when they want to be

    in a position to collect on this "favour" they gave. However people may not return favours,

    and overall this approach is unlikely to give the best outcomes.

    Avoiding: People tending towards this style seek to evade the conflict entirely. This style is

    typified by delegating controversial decisions, accepting default decisions, and not wanting to

    hurt anyone's feelings. It can be appropriate when victory is impossible, when the controversy

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    is trivial, or when someone else is in a better position to solve the problem but in many

    situations this is a weak and ineffective approach to take.

    Using the Tool: A Conflict Resolution Process

    There are five steps to solve a Conflict in a Workplace which is described as follows:

    Step One: Set the Scene

    People should understand that the conflict may be a mutual problem, which may be best

    resolved through discussion and negotiation rather than through raw aggression. If anyone is

    involved in a conflict, emphasis should be given on the presenting the perception of the

    problem. Active listening skills should be used to hear and understand other's positions and

    perceptions.

    ic Restate

    ic Paraphrase

    ic Summarize

    Step Two: Gather Information

    In this step the main point is to get the underlying interests, needs, and concerns. Other

    person's viewpoint should be taken into consideration and should be confirmed that each

    other respect his or her opinion and need his or her cooperation to solve the problem.

    They should try to understand his or her motivations and goals, and see how their actions

    may be affecting these. They should also understand that the conflict in objective terms

    Listening should be empathetic and should be seen from the other person's point of view.

    ic Identify issues clearly and concisely.

    ic Dse "I" statements.

    ic Remain flexible.

    ic Clarify feelings.

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    Step Three: Agree the Problem

    Problems should be identified first before any decision is made. Sometimes different people

    will see different but interlocking problems if we can't reach a common perception of the

    problem, then at the very least, we need to understand what the other person sees as the

    problem.

    Step Four: Brainstorm Possible Solutions

    If everyone is going to feel satisfied with the resolution, it will help if everyone has had fair

    input in generating solutions. Brainstorm is the possible solutions, and should be open to all

    ideas, including ones we never considered before.

    Step Five: Negotiate a Solution

    By this stage, the conflict is resolved. Both sides understands the position of the other, and a

    mutually satisfactory solution is taken. However, real differences between both parties are

    uncovered. This is the point where technique like win-win negotiation is useful to find a

    solution that, at least to some extent, satisfies everyone.

    Conclusion

    In order to conclude, I would like to express that the ability to manage conflict is a critical

    skill in the workplace, and has been identified as a core competency for managers and leaders

    at all levels. It is ironic, therefore, that companies hesitate to invest time and money in

    improving employees' conflict management abilities when the cost of conflict in financial and

    other terms is be enormous.

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