Resolving Workplace Conflict - Essay Example

Resolving Workplace Conflict Conflict can occur in any company or organization, no matter how large or small. The key is not in avoidance of conflict at all costs. It is in effective management of disputes and disagreements among various work groups or teams. Facilitation of open discussion, establishing of rules or guidelines, creating an environment of mutual respect and stressing the importance of working toward a common goal are all methods that limit and effectively handle conflict.

Validation of each team’s ideas is also essential in reducing conflict. Open discussion includes the sharing of ideas, by two or more employees in regularly scheduled meetings or work sessions. It also includes sharing of progress or keeping other groups updated. Lack of communication by co-workers can be viewed as secretive or uncooperative behavior, causing others to feel threatened. Rules set down prior to the beginning of projects that prohibit discussion of each others shortcomings, personal lives and other attributes are vital.

Creating a more level playing field in which all employees are equal. It also encourages cohesiveness or unity. Working toward a common goal should be stressed as a new project is outlined. Goals should be described in detail, with periods for question and answer sessions available to all staff. Employees whose skills most closely match the various tasks or roles required should be identified. A study by Fortune Magazine in which several CEO’s failures were studied, revealed the “in seven out of ten cases, the leading cause of the executive’s downfall was the failure to put the right people in the right jobs, and the related failure to fix people problems in time” (Experience Based Learning).

Such failures can also lead to conflict as co-workers attempt to work around each other’s shortcomings. Global corporations with employees in several locations worldwide can experience conflict due to differences in work habits, cultural beliefs and language barriers. Conflict can arise among managers, due to different management and leadership styles. Many individuals can experience conflict for many reasons. Differences in ideas, work habits, skill levels and many other factors can lead to conflict.

Symptoms of conflict include withdraw or avoidance of work duties or tasks that require interaction with particular employees. Employees taking on roles as peace keepers should indicate hostility or opposition somewhere in the ranks. The most respected leaders of highly successful organizations are faced with conflict. Conflict is viewed by some managers as necessary, though it may feel awkward to many Employees. When Bill Marvin was hired to manage foodservice for the U.S.

Olympic Training Center in Colorado Springs, Colorado, he had no idea that conflict had become so serious that cooks were waving knives at each other. Marvin was able to recognize the incident as a symptom, rather than a problem. Marvin scheduled a meeting of the kitchen crew and learned that many were not getting enough hours to make ends meet. He revised many schedules and let some staff go. Interestingly, the two involved in the Resolving Workplace Conflict 3 knife altercation became two of the most productive employees.

The Olympic foodservice began receiving compliments. Marvin’s actions show that listening to employees needs and resolving issues quickly can make a difference in profits and reputation. “ Marvin took a near-violent conflict and managed it into a net gain for the facility” (Moomaw, 1996). Organizations must be able to quickly and accurately identify areas or subjects of conflict among all employees and departments. They must develop and implement conflict resolution policies, following them with each situation that arises.

Ultimately, the organization that handles conflict quickly and successfully will out-perform its competitors in productivity, in attracting talented new employees and in reducing costs of health benefits by reducing workplace stress. Simply stated, effective conflict resolution has a cost benefit that any size organization can appreciate. . References Fortune Magazine. (1991). Found in Experience Based Learning. TRC Case Study: Up Against the Wall. Retrieved July 12, 2007 from http://www.elb.org/ trc_case_study.html. Moomaw, P. (1996). Managing Employee Conflict: Be a Coach, Not a Cop.

Restaurant USA. Retrieved June 13, 2007 from http://www.restuarant.org/business/ magarticle.cfm?ArticleID=175