How the Transportation Security Administration Utilizes Integrated Conflict Management System - Report Example

How the Transportation Security Administration (TSA) Utilizes Integrated Conflict Management System (ICMS) INTRODUCTION An Integrated Conflict Management System (ICMS) can be well-defined as an effective component of Transportation Security Administration (TSA) that enables the organization to develop skills, structures and competencies to manage conflicts. The concept of TSA is a wide system, which tends to include conflict management along with cooperative problem solving competencies that provide a number of advantages. The system tends to improve skills along with supporting to foster effective decision making and problem solving techniques to increase efficiency of the security management process within the nation’s transportation system (Noble, Slosberg and Becker, “Conflict Management Coaching at the Transportation Security Administration”). Moreover, successful activities of TSA also ensure to prevent conflicts from becoming potential disputes and to build strong conflict management processes. The system can also be identified to include local or organizational unique-specific elements that are managed by the major public administrations. In this context, the public administrations within the unique-specific of TSA build an environment wherein the issues and various types of concerns can be effectively addressed (Transport Security Administration, “Integrated Conflict Management System”). THESIS STATEMENT The primary objective of this paper is to critically analyze the process of utilizing Integrated Conflict Management System (ICMS) by the Transport Security Administration (TSA). In order to develop an in-depth analysis of the processes utilized by the TSA, the discussion of this particular paper would demonstrate various approaches to conflict resolution strategies with a focus on an interest based approach. Moreover, the paper would also incorporate the process of utilizing ICMS by the organizations through encompassing five characteristics of the system. The paper would finally summarize with an effective framework of team based approach in order to efficiently practice conflict management system. INTEREST BASED APPROACHES TO CONFLICT RESOLUTION STRATEGIES Founded in the year 2003, TSA is one of the major and responsible agencies of the U.S. Department of Homeland Security. The agency is purely responsible for ensuring appropriate security of the overall transportation system of the nation and is also liable to safeguard the flow of both people and commerce across the different States of the US (Noble, Slosberg and Becker, “Conflict Management Coaching at the Transportation Security Administration”). In this regard, the agency seeks to conserve interest based approaches in case of any problem solving process associated with cooperative problem, conflict management coaching along with mediation and facilitation. The interest based approaches of TSA involve constructive and respectful dialogue to expose information along with identifying effective solutions in order to address those interests (Transport Security Administration, “Integrated Conflict Management System”). Few of the major interest based approaches of TSA have been briefly discussed in the following section. Cooperative Problem Solving Process. The concept of cooperative problem solving process is one of the key approaches of the TSA to emphasize interest-based practices. The process involves generous activities to gather information that are affected by any decision and identify primary interests. Moreover, the process also includes effective measures to critically address the problems relating to the decisions through exploring possible options to meet the interests prior to making any decisions (Lynch, “Innovations in Integrated Conflict Management System: Dispute Resolution Models”). Conflict Management Coaching Program (CMCP). Conflict Management Coaching Program (CMCP) can also be considered as one of the effective components of the ICMS. The approach was implemented as a unique service delivery and voluntary program of the ICMS. The core principles of this program involve few key elements that are generally applied towards coaching the conflict management processes. In this regard, self-determination is the first key element of CMCP, which helps employees to effectively address different types of workplace problems. The second essential element of CMCP is confidentiality, which enables the employees to respect confidential information regarding names of the individuals who are being involved in the coaching program along with other administrative data without any legal policies. Thirdly, the last and foremost key element of CMCP is professional conduct, which empowers the determination of each individual to meet the interests and promote fair treatment of any issue or problem (Transport Security Administration, “Integrated Conflict Management System”). Mediation and Facilitation. Mediation approach at the TSA signifies a legislative mandated process in the public sector bargaining followed by the fact-finding as required in different States of the nation. The approach involves neutral individual from a third party who does not possess any binding regulation to decide a problem, however the party can also provide assistance to enter a voluntary agreement (Holley, Jennings and Wolters 593). MEDIATION TECHNIQUE USED IN A BUSINESS ATMOSPHERE Mediation has long been considered as one of the effective alternative methods for addressing conflicts. It is known as an effective voluntary process in which the conflicting parties are permitted to express their interests through the support of a third neutral party or individual. In this process, the unbiased role of the third party helps the parties to explore their interests without the power of authority. The mediator in this approach is competent to provide equal support to both the conflicting parties through an effective negotiation procedure. The negotiation process of the mediator enables the parties to communicate and explore their interests, which further facilitates to make effective decision to mitigate their in-between conflicts (Radulescu 290-293). Role of Mediation Approach in International Commercial Disputes. In the context of international commercial disputes, the mediation approach must involve three types of stages with precise objectives. The key three stages involved in the mediation approach include mediation agreement, actual mediation and mediation implement (Radulescu 290-293). The mediation agreement stage in the approach considers a trial period in which the mediator sets up a particular arrangement along with the conflicting parties and performs adequate intervening process to resolve their disputes/conflicts through mediation. In this process, the mediator also considers the conflicting parties to involve their lawyers in order to clearly explore their interests over the conflict. Moreover, the mediator tends to collect all information with respect to the conflict from the parties involved with the aim of understanding about the primary cause(s) of the conflict (Radulescu 290-293). The actual mediation phase in the approach is a process in which the mediator enables the conflicting parties to express their interests and to let them enter into a valid agreement. The agreement process in the mediation approach comprises the decision terms of the mediator and agreed by both the conflicting parties. Nevertheless, the decision terms depend on the legal dispersion or in various scenarios, they depend on the parties’ mutual decisions (Radulescu 290-293). The mediation implementation stage within the approach involves legal activities in which the agreement is legalized by the legal official or handed out to the regulatory court in order to make appropriate decision by respecting the interests of both the parties. Best Fit of Mediation in Conflict Management. In relation to justifying the best fit of mediation, the understanding of the major elements would provide adequate insights for the commercial organizations to manage conflicts. The mediation approach at TSA includes three major types of elements comprising representation, settlement or other agreement and withdrawal opportunity. Representation In the context of the representation stage at TSA, the employee participants have adequate right to select their own representative to participate in the mediation process. However, in various scenarios, this right may not be applicable if the mediation is precluded by TSA MD 1100.63-3 (Transport Security Administration, “Integrated Conflict Management System”). In this context, the representation stage would facilitate the commercial organizations to select their suitable representative in order to justifiably explore their rights to the conflict. Settlement or Other Agreement According to the principles of TSA, any types of written and mutually settled agreement associated with conflict must need to consider the TSA regulations. Correspondingly, the employees in the commercial organizations can mitigate their conflicts through a mutually understanding agreement without intervention by the law court (Transport Security Administration, “Integrated Conflict Management System”). Withdrawal Opportunity According to the mediation policy of TSA, the conflicting parties are authorized to withdraw themself from the mediation process. The process would also enable the commercial organization to gain the opportunity of withdrawing themselves from the mediation (Transport Security Administration, “Integrated Conflict Management System”). HOW A COMPANY UTILIZES AN INTEGRATED CONFLICT MANAGEMENT SYSTEM Every organization, irrespective of size, faces conflicts from several forms comprising disagreements between individuals and employment related arguments among others. Thus, in order to nurture an atmosphere with high ethical business principles and deliver a methodical tactic to deal with conflict, the organizations can use ICMS. ICMS is different from the common idea of conflict management system. The general conflict management system focuses more on old-style argument resolution procedure such as grievance management, mediation, negotiation and arbitration. On the other hand, ICMS first identifies the source of conflict and afterwards tries to deliver a solution for dealing with the conflict throughout the organization. There are five phases through which ICMS can be applied in a team setting. Evaluation and Review In order to utilize ICMS, first there is a need to regulate the necessity for change. This phase assists in setting objectives and laying down the foundation of ICMS in an organization (Society of Professionals in Dispute Resolution, “Designing Integrated Conflict Management Systems: Guidelines for Practitioners and Decision Makers in Organizations”). Preparation and Start-up After developing the objectives and articulating the requirements of transformation within the organization, there is a need to appoint an individual who is mainly liable for implementation of ICMS. Preferably, this individual is supported by the organization itself comprising senior management, union leaders and other teams. This phase is also characterized by identification and innovation in the conflict management system strategy and procedure, having applicability to the organization (Society of Professionals in Dispute Resolution, “Designing Integrated Conflict Management Systems: Guidelines for Practitioners and Decision Makers in Organizations”). ICMS Design Communication plays a vital part in the utilization of ICMS. Thus, in order to apply ICMS, communication strategy must be developed, which can nurture honest and noticeable team environment. Ideally, the ICMS is designed by stakeholders and then launched through pilot projects. Afterwards, it is evaluated and then trailed by organization rollout. Alignment is also essential in order to use ICMS. The ICMS must be associated with the mission, vision and worth of the organization. In consistent with the participatory characteristics of ICMS, feedback should be provided to every member and employee (Society of Professionals in Dispute Resolution, “Designing Integrated Conflict Management Systems: Guidelines for Practitioners and Decision Makers in Organizations”). Implementation of ICMS A tactical approach for efficient communication must be developed, in keeping with the organizational initiatives. The implementation of ICMS comprises the creation of usual communication tools such as notices, updates, leaflets and other printed materials along with the internet. In order to use ICMS, the individuals who are involved in managing conflicts or counseling about them must be provided training. The training materials should include negotiation, education and mediation ability (Society of Professionals in Dispute Resolution, “Designing Integrated Conflict Management Systems: Guidelines for Practitioners and Decision Makers in Organizations”). Institutionalization of ICMS For effective utilization of ICMS, continuous monitoring and amendment of conflict resolution tasks with regular tasks are required. It can act as a vital contributor for positive organizational transformation. By regular review, the components of ICMS can be adapted with the current requirements of the organization (Society of Professionals in Dispute Resolution, “Designing Integrated Conflict Management Systems: Guidelines for Practitioners and Decision Makers in Organizations”). FIVE CHARACTERISTICS OF ICMS There are five characteristics which are essential in order to utilize ICMS. The first characteristic is comprehensive scope. The ICMS must be capable of providing various options for identifying, preventing and solving every kind of workplace conflicts. Furthermore, it also comprises non-hierarchical dispute resolution between employees and administrators and is accessible to every individual in the workplace involved in disputes or affected by the disputes (Travis, “The Expanding Use of Workplace Conflict Management Systems: Causative Factors, Current Usage, and Prospects for Success”). The second important characteristic is workplace culture, which signifies that the culture must be capable of acquainting conflicts as usual and unavoidable incidents. Effective ICMS welcomes respectable trust and inspires resolution of conflict at the lowest degree of direct negotiation (Travis, “The Expanding Use of Workplace Conflict Management Systems: Causative Factors, Current Usage, and Prospects for Success”). The third characteristic of ICMS is multiple points, through which employees can access the entire organizational system. Through multiple access points, employees can willingly recognize and access a well-informed individual whom they can put faith for getting guidance about the dissolution of conflict (Travis, “The Expanding Use of Workplace Conflict Management Systems: Causative Factors, Current Usage, and Prospects for Success”). The fourth characteristic of ICMS is procedures which should concentrate on the rights and the interests of the employees in an organization. Besides, effective ICMS also provides employees the opportunity to select a problem solving method to conflict resolution or to seek resolve and application of rights (Travis, “The Expanding Use of Workplace Conflict Management Systems: Causative Factors, Current Usage, and Prospects for Success”). The fifth characteristic of ICMS is suitable organizational support, i.e. ICMS must provide essential provisions along with structures by organizing access to multiple options. Furthermore, it also encourages the capability of employees in dealing with conflict throughout the organization (Travis, “The Expanding Use of Workplace Conflict Management Systems: Causative Factors, Current Usage, and Prospects for Success”). ALTERNATIVE RESOLUTIONS TO CONFLICT (ARC) Alternative Resolutions of Conflict (ARC) can also be considered as an effective and widely accepted technique executed by TSA for individuals specially while participating within an Equal Employment Opportunity (EEO) complaint related procedure. ARC ensures to offer alternative resolution method for the employees, former workers or employment contenders in terms in any types of illegitimate discrimination, retaliation or harassment. In order to register a complaint regarding any employment related dispute, the individual(s) is required to contact the Office of Civil Rights and Liberties within a period of 45 days regarding any particular discrimination (Transport Security Administration, “Alternative Resolutions to Conflict (ARC)”). CONCLUSION In conclusion, it can be stated that ICMS can provide several advantages for an organization by offering a timely and satisfactory resolution of conflict. It exemplifies the philosophies of impartiality, justice, respect and accessibility. It also admires the rights of every vital stakeholder in an organization. However, it is worth mentioning that there is no perfect ICMS which can fit in every organization. Each organization should develop ICMS by tailoring with particular requirements and organizational culture. Nevertheless, certain principles and components are critical for successful utilization of ICMS in organizations and to maintain a positive workplace environment such as diversity and accessibility. Correspondingly, it has been observed that TSA successfully and effectively utilizes ICMS in its organizational practices, which in turn enables it to enhance its overall security in its operational activities. Works Cited Holley, William, Kenneth Jennings, and Roger Wolters. The Labor Relations Process. Canada: Cengage Learning, 2008. Print. Lynch, Jennifer. Innovations in Integrated Conflict Management System: Dispute Resolution Models. 2004. Web. 31 Jan. 2014. Noble, Cinnie, Sam Slosberg & Scott Becker. Conflict Management Coaching at the Transportation Security Administration. 2009. Web. 31 Jan. 2014. Radulescu, Dragos Marian. ”Mediation an Alternative Way to Solve Conflicts in the International Business Environment.” Procedia - Social and Behavioral Sciences 62 (2012): 290-293. Print. “Designing Integrated Conflict Management Systems: Guidelines for Practitioners and Decision Makers in Organizations”. Society of Professionals in Dispute Resolution. 2001. Web. 31 Jan. 2014. ”Integrated Conflict Management System.” Transport Security Administration. 2009. Web. 31 Jan. 2014. “Alternative Resolutions to Conflict (ARC).” Transport Security Administration. 2014. Web. 12 Feb. 2014. Travis, Mark C. The Expanding Use of Workplace Conflict Management Systems: Causative Factors, Current Usage, and Prospects for Success. 2007. Web. 31 Jan. 2014. 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