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Group Dynamics Negotiation Resolution and Conflict - Essay Example

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It is an important activity that seeks to establish common grounds for members of a particular group to work in order to achieve a common goal. It helps in appreciating the…
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Group Dynamics Negotiation Resolution and Conflict
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Lecturer: Presentation: Conflict resolution is a significant step towards solving the inevitable actuality of conflict in groups. It is an important activity that seeks to establish common grounds for members of a particular group to work in order to achieve a common goal. It helps in appreciating the diversity of members of a group and creating harmony amongst them (Wisinski 1993). This practice provides an individual with a chance to have his unique character brought forth to acquire identity in a group of other unique characters. A successful endeavor for conflict resolution leads to development of a triumphant team. This can only be accomplished through facing up to conflicts and addressing them, rather than steering clear of them.
In one situation, there happened to arise a conflict between the management and a group of workers in a food production company. This mainly arose due to the employment terms whereby the full time employees felt that the part time employees were favored by being paid $3 more per hour while working during odd hours. The full time workers were engaged for six hours per day and were entitled to employment benefits that are required by the law. This was not applied for part time workers who only worked for 3 hours in the evening (Russett 2007). This caused a conflict that led to dissatisfaction amongst the full time employees, lowering the organizational productivity.
The goal of the employees was that their hourly rates be equal to that of part time workers, while the management felt that the rationale behind the arrangement was the fact that there were differences in the employment benefits entitled to the workers. Under the prevailing conditions both parties had to find a solution since they were mutually dependent in the work place. The management had to maintain the organization’s profitability while the workers needed to maintain their job for their welfare.
Group dynamics would have affected the outcome due to differences in opinion if they could not have been addressed. The tactics used by the negotiators were focused on addressing these differences in order for both parties to understand each other’s point of view. Each party went over their views and the disagreement was clear for both of them. The management began by explaining the rationale behind setting up differences in the terms of employment for the part time and full time workers. It also suggested the plans that were being developed in order to improve the working conditions of the workers, which included an extension of the paid annual leave for full time employees from 21 days to 28 days amongst other employment benefits.
Workers on the other hand were allowed to explain how they would like to be treated in order to be contented and more productive. The managers helped the employees to identify the privilege they had working as full time employees over the rest of the employees. This realization raised their spirits, and some even went ahead to propose that the management should be setting up forums occasionally in order to inform the employees on the impending plans. This was useful in increasing their commitment in the organization.
The Franciscan values of creating a caring community were applied especially when both parties respected each other’s dignity through listening without interruptions to each other’s opinion. The employees too promoted peace through non violent conflict. Courtesy was practiced all through the conflict resolution which led to understanding amongst both parties. The exercise resulted in a harmonious society whereby employees felt cared for, while the managers felt appreciated when the employees agreed to be committed and work together as a team to foster the realization of organizational objectives.
Russett B. (2007). Conflict Management. Journal of Conflict Resolution, 6(3) 45-57.
Wisinski, J. (1993). Resolving Conflicts on the Job. NY: AMACOM. Read More
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