Conflict management in a workplace - Research Paper Example

Conflict Management in a Workplace Introduction The success to effective mediation and conflict management in a workplace is a timely intervention. Timely intervention is necessary to notice signs of conflict and come up appropriate measures of addressing the conflict. Conflicts in workplace may result to tragic accident such as fire outbreaks and killings. This may be because of a manager firing a worker with no enough evidence of such decisions. In reality, such tragic events leave permanent psychological marks (Doherty & Marcelas 17). The media addresses these conflicts microscopically though they are recounting in real time. People should not allow these workplace brutalities to obstruct them from them from addressing conflict that is more regular rationally, effectively, and creatively. This essay provides: approaches on the of workplace conflict and the certain dynamics that are involved in workplace conflicts, outlines on the significant steps followed to intervene and ensure that the staff work constructively despite their differences, and information about internal and external services needed for additional assistance. Background Conflicts occur almost in every workplace. For instance, in company environments where innovation and ideas are esteemed and diverse personalities and groups interact and work together, there are higher chances of conflict to occur. Different beliefs, views and needs on how duties should or can be done may occur across or within the company staff and bring the potential of a conflict occurring. Preferably, when such conditions arise, staff members are supposed to engage in a respectful and a healthy debate and responding to everybody’s viewpoints (Doherty & Marcelas 153). When addressed well, conflicting beliefs and needs can act as an opportunity to the staff members to gain a deep understanding of the matters, learn from other members, and acquire a more creative and inclusive solutions to conflicts (Doherty & Marcelas 179). However, if misaddressed or left unattended, conflicts between the staff member may become worse, leading to teamwork breakdown and create a range of human or financial expenses. These include absenteeism, resignations, stress-related symptoms, reduced motivation and morale, and lower the company’s productivity. Hansen insists in the ability to mediate conflict, to handle situations of conflict significantly when they happen and develop an environment where staff members are empowered and skilled on how to address differences with their workmates in a productive and positive manner. This essay aims at helping the reader to determine symptoms of potential conflict occurring between staff members and a direction on when and how to intervene to come up with positive outcomes that reduces the risk of negative impacts (Hansen 67). The key arguments for the parties involved in the conflict Simply, conflict occurs mainly between two or more parties due to disagreement over something. These parties are however interdependent meaning that the conflict’s resolution to be mutual satisfactorily, mutual effort must be in use (Hansen 59). The disagreement may happen to be real, but it must be psychologically affecting one of the parties involved. Conflict occurs between two parties, which are interdependent and may cause disputes, contests, and challenges. Workplace on the other hand, is the setting whereby work is done. One can also interpret workplace as a physical location where employees interact to produce goods and services for a company. Currently, people view workplace as a psychological place of activity rather than being a physical working site. Therefore, workplace is something of a misnomer that company managers should highly consider to prevent occurrence of staff conflicts (Joyce 55). The popular media has issues concerning violations of staff rights in workplaces. The rights declared by employees under national laws come from antidiscrimination protections such as Civil Rights Act, labor relations protections like the National Labor Relations, and needs concerning workplace standards such as Fair Labor Standards Act. Many employees cause conflicts in workplace because of violations of their rights (Doherty & Marcelas 181). Conflicts occur between employees and company managers claiming that the managers fail to protect their rights. If conflicts occur due to violation of employees’ rights, companies may find themselves in a wide different realm of conflict resolution predictions, whereby employees have the freedom to seek for external solutions. The main protection strategy is for the company to handle interest conflicts with rising legal matters in a significant process that realizes the protections afforded by the two parties (Joyce 57). Another key argument why conflicts occur between employees and managers is misuse of power. Employees claim that some managers are too harsh and strict. Harshness and strictness of managers hinder employees the freedom to express themselves or interact with other colleagues. Such managers also forces employees to work for long1 hours without overtime allowances. Additionally, strict managers pose confusion to employees hence affecting their corporation and production outcomes. Power conflicts also occur when a company merges with another. For instance, when companies merge with other companies, there is often a potential power conflict. Manager or employees disagree on the issue of which management team should enjoy the leadership. Which management system should survive? Which company policy will prevail? Who will relocate, gain or lose responsibilities, or improve behaviors because of the companies’ acquisition. Effects of conflict at workplace Understanding the effects that may arise following occurrence of conflict at workplace is essential since it enable the parties involved to be aware of the impacts that may result. Effects of conflict occur in three levels (Hansen 120). To begin with, conflicts will negatively affect the involved parties. Such effects can be emotional, psychological, or physiological debilitating, even though the parties may not verbalize or portray the effects outwardly. Second, these conflicts professionally affect the involved parties. The managers and employees professional advances depend on how things are performed. In case conflicts occur between employees and managers may affect their performance hence preventing professional growth. Lastly, conflicts cause organizational impacts. Conflicts may affect employees such that they are unable to complete their workloads at the required time (Joyce 78). In summary, workplace conflict cause effects at professional, personal, and organizational levels. Effects caused at one level affect other levels. Although many people may tend to view conflicts’ impacts as costs, there is need to acknowledge that these are conflict benefits (Joyce 83). One must vary to oppose the status quo. Considering a scenario whereby a sales representative manager who is a woman is denied a promotion by the sales vice president who is male. The reason for her promotion denial is lack of enough experience but the woman believes that the real reason for her promotion denial is gender bias. She has the right to file a case against sex discrimination. As a HR manager, how can you resolve such conflict before it reaches the high court? In some cases, avoiding the conflict and granting it time to cool down may be a wise approach. In other situation, this may be undesirable especially when the outcomes of the conflict may result to individuals and organization involved in expensive embarrassment. In such situations, a HR Manager might use the following options to solve the issue (Joyce 145). Negotiation- Have the two parties sit down, discuss their issues, and try to come up with appropriate solutions that will solve the conflict. Facilitation- The manager can attempt to facilitate the way out as a third party arranging a meeting between the two parties. The manager will be able to ease significant exchange of information to ensure mutual understanding. Mediation- Invite an external third party mediator to negotiate a solution to the two parties (Joyce 163). Potential obstacles to overcome in workplace conflict There are several forms of workplace conflicts’ obstacles, which exist in many companies. These obstacles may strengthen occurrence of conflicts in a certain company. The key type of conflict obstacle is communication barrier. Communication is vital to variety in work environment. Every individual and different cultural group communicates in a different way. Company’s staff may often misinterpret communication tones, body language, e-mails, and fail to socialize appropriately (Hansen 59). People grow in different ways hence making it difficult for them to adapt other communication ways. This can be easier for some people and challenging for others. In either way, even one staff resistant may cause conflict in workplace. The managers must be hundred percent behind this obstacle to prevent conflict occurrence. Currently, there are many cases of conflicts occurring in workplace because of communication barrier. This happens when the receiver thus causing communication breakdown misinterprets the message send by the sender. It is crucial to handle and adapt these communication obstacles to ensure effective and smooth communication in workplace (Hansen 62). Solution Overcoming diversity obstacles in workplace can be accomplished using several ways. Every workplace is dissimilar from the other, so some methods of overcoming such obstacles may work better in some workplaces than others. One good solution to employ in workplace to prevent conflict is by employing a full-time or monthly mediator to motivate the entire staff. In addition, the managers should be friendly such that the employees can approach them to discuss issues related to conflicts. This will give staff members, an opportunity to express the emotions and feelings and in turn the managers will be aware of the staff needs to improve (Hansen 65). Conclusion In conclusion, conflicts in workplace result to tragic accident such as fire outbreaks and killings, which can be harmful and costly to the involved parties. When addressed well, conflicting beliefs and needs can act as an opportunity to the staff members to gain a deep understanding of the matters, learn from other members, and acquire a more creative and inclusive solutions to conflicts. Therefore, it is crucial for managers to build an effective took kit for solving conflict and finding conflict resolutions in workplace. This is because, for example, if conflicts occur due to violation of employees’ rights, companies may find themselves in a wide different realm of conflict resolution predictions, whereby employees have the freedom to seek for external solutions. The main protection strategy is for the company to handle interest conflicts with rising legal matters in a significant process that realizes the protections afforded by the two parties. Work cited Doherty, Nora, and Marcelas Guyler. The Essential Guide to Workplace Mediation & Conflict Resolution: Rebuilding Working Relationships. London: Kogan Page, 2008. Print. Hansen, Toran. The Generalist Approach to Conflict Resolution: A Guidebook. , 2013. Print. Joyce Hocker L.. Interpersonal Conflict: Alternative Dispute Resolution in Australia. Annandale, N.S. W: Federation Press, 2005. Print. Read More