Nature of Workplace Conflict - Essay Example

?Nature of Conflict Conflict is a of affairs in which two or more parties apprehend that they have mismatched objectives due to which they think that they are incompatible with one another. Conflicts occur regularly in the workplace environment. Some are little that are resolved easily with a little communication; while, some are big enough that a mediator is hired to negotiate with the parties. The mediator has his own negotiation plans and strategies to solve the problems between the conflicting parties. In organizational context, there are many reasons that give rise to conflicts. Employees of the same level may enter into conflicts but mostly conflicts arise when job satisfaction decreases. This makes the employees enter into hitch with the management or higher officials. They may go on strikes or do other sorts of protests. Major conflicts occur when, for example, employees experience gender discrimination, work overload, forced overtime, short deadlines, and no opportunities for promotion, reward or compensation. These factors reduce job security and the employees suffer from work related stress. Other major causes may include dissatisfactory wages and salaries, and poor communication between the management and employees due to which the latter feel that their problems are not being considered. Also, when employees feel that they are not being able to participate in the decision-making process, they may acquire conflicting views about the project at hand. All of these conflicts may get serious enough to be requiring a mediation plan for resolution. No matter the conflict is small or big, the management should make serious efforts to resolve it as soon as possible so that employees do not lose their morale (Wilmot & Hocker, 2011). Negotiation or Mediation Negotiation is necessary to solve conflicts. Sometimes, this negotiation is done through mediation. We define mediation as a process in which a third party intervention is sought for reconciliation between individuals or groups. The purpose of negotiation is to make possible the re-establishment of mutual tolerance between the parties involved. However, negotiation itself depends upon the friendly signals shown by the opponents leading to friendly re-union and cooperative bonding. Strasser and Randolph (2004, p.22) affirm that mediators should “accept conflict as an inescapable facet of human existence, with the possible consequence of reconciliation.” Negotiators and mediators should understand that conflict cannot be eliminated entirely. If negotiators start thinking that they will be able to eradicate conflict completely, then this perception will be a barrier to an effective implementation of the Alternative Dispute Resolution (ADR) process. It will also make the negotiators forceful and aggressive toward resolution. Thus, the negotiators need to adjust their behaviors and attitudes so that they can efficiently deploy conflict management techniques. Personal Experience This section of the paper describes my own case as an example of workplace conflict and negotiation process. I worked as an internee in a company in my city. As I stated, most conflicts occur due to unfair treatment or policy changes from the management side, this incident also involves a conflict between the manager and I. It was about the Americans with Disabilities Act of 1990 (ADA). For reader’s information, the major responsibility of the Americans with Disabilities Act of 1990 is to make accommodations for disabled employees, under the title I of the Act. ADA makes sure that the disabled employees do not have to face discrimination by their seniors or co-workers when they are at the workplace. In order to get protection by ADA, the individual must have a disability which is defined by the Act as “a physical or mental impairment that substantially limits one or more major life activities” (U.S. Department of Justice, 2005). All persons who have in their medical history that they have been or are going through such a disability, or people perceive him as disabled, are accommodated by this Act. My company had also included this Act in its major policies regarding the selection and employment of employees. Two years back, when my company announced vacancies for project consultants, I was appointed to interview the candidates for selection. I had to select four candidates for a project. Three of the candidates I selected were medically and academically fit for the job, but the third one whom I selected, Mr. Smith, was overweight. I selected him on the seat of disabled persons so that he could be given all the facilities that an obese employee would require in performing his job in a better way. Also, I knew that Title I of the Act clearly states that all the employers who have at least fifteen employees working under them, must give equal chances of employment to qualified disabled persons as well so that they get all the benefits that the organization is giving to the otherwise fit persons. To me, Mr. Smith was a physically disabled person according to the Act because his weight was hindering with his job performance, as was the definition of the Act. When I discussed the matter with the manager, he said that an obese person was in no way a disabled person and the company was not going to give him any facility that the disabled persons deserved. I stated Carrier (2000) who states that “although courts initially were reluctant to recognize obesity as a qualifying disability for purposes of ADA protection, courts are increasingly willing to consider obesity as a disability giving plaintiffs status to raise ADA claims.” I argued with him that Mr. Smith needed special seating arrangement in the office because his weight was over the required level and we also could not reject him because he could sue us since he had a right of employment according to the Act. I also argued that it was his right to get selected for the post on the seat of disabled persons because seeing his weight, he needed special seating in the teachers’ conveyance and also required his office at ground floor since he was not able to climb stairs. All these factors proved that he fulfilled all requirements of being a disabled person according to the Act, but the manager was denying that obese persons could be regarded as disabled persons. Hence, a mediator party from another company was called upon to negotiate who brought with it a mediation plan and conflict resolution strategies. The mediator listened to the manager and I showing great consideration to both the sides. I can also state that the mediator was impartial and did not favor one side. After listening to both sides, he collected proofs for his decision. Although he did not favor me, still his decision was in the favor of Mr. Smith regarding him as a disabled person legible for special facilities. According to him, the employers are required to make such accommodations that should be appropriate for the physical or mental impairment that person is going through. The U. S. Equal Employment Opportunity Commission (EEOC) holds the responsibility to file complaints and charges against persons non-complying with the Act (U.S. Equal Employment Opportunity Commission, 2008). After the conflict was resolved, Mr. Smith was appointed as the project consultant. I learned through this experience that conflicts do occur even among the most trusted companions and negotiation is necessary to resolve the conflict so that both the sides know that the final decision is fair. Negotiation becomes necessary because interpersonal conflicts between the staff can lower down their morale which eventually affects their overall performance across the business (Wilmot & Hocker, 2007). The main principle is that all parties should agree to address to the negotiation process. Hence, it should be voluntary and not forced. The focus should be on the achievement of a solution that is acceptable for all the parties involved. The negotiation process should be flexible enough to engage the conflicting parties in the decision-making process so that they themselves suggest and devise solutions. Thus, participant empowerment is beneficial to facilitate the negotiation process because the participants are the persons who control the process and are to be benefited from the outcomes. The negotiator should not have a favorite party which he favors. Impartiality is one of the basic mediation skills that are required of a negotiator if he wants the parties to understand each other and work out an acceptable solution. Conclusion Negotiating strategies and the skills set that the mediators should possess to resolve workplace conflict include active listening and attention; summarizing; building rapport; facilitation; impartiality; problem-solving; and conflict management. The negotiators should listen to the parties’ ideas and beliefs and should give them space so that they can express their emotions and perspectives. Summarizing involves presenting the key facts and factors to the parties in a non-biased manner. Building rapport means that they should give respect to the ideas of all parties involved and should be sincerely prepared to help them out. Facilitation would be to help the parties listen to each others’ perspectives. The negotiators should remain impartial and non-judgmental throughout the process while keeping the parties engaged in the problem-solving process. Conflict management needs the negotiators to stay calm and non-inflammatory. References Carrier, W.W. (2000). Is obesity a disability. FindLaw. Retrieved August 9, 2011, from http://library.findlaw.com/2000/Feb/1/128328.html Strasser, & Randolph. (2004). What is conflict? Mediation: A Psychological Insight into Conflict Resolution. New York, NY: Continuum International Publishing Group. U.S. Department of Justice. (2005). A Guide to Disability Rights Laws. Retrieved August 9, 2011, from http://www.ada.gov/cguide.htm#anchor62335 Wilmot, W., & Hocker, J. (2011) Interpersonal Conflict. New York: McGraw-Hill. U.S. Equal Employment Opportunity Commission. (2008). Facts About the Americans with Disabilities Act. Retrieved August 9, 2011, from http://www.eeoc.gov/facts/fs-ada.html Read More