Conflict and Negotiations - Research Paper Example

Name Professor’s Name Course Name and Code Date Conflict and Negotiations Conflict is inherent in any organization and in some instances; it indicates a creativity and healthy exchange of ideas. However, counterproductive conflict can result in numerous challenges including hostile work environment, harassment litigation, increased work related stress, increased employee turnover, absenteeism, poor service to clients, reduced production and employee dissatisfaction. At the workplace, human resources and managers professionals need to understand strategies, which exist in addressing some challenges at the workplace and enable other staff members to appreciate the stated processes. It is important to understand some of the reasons, which contribute to workplace conflicts so that appropriate approach of conflict negotiation can be employed. The paper discusses conflict negotiation in a project environment, interviews three persons within project environment and it analyses the feedback from the persons interviewed. Literature Review Clarification of Guidelines Workplace conflict situations are common but the appropriate action is clarification of employee job duties and company policy (Pinto 44). For instance, if there are employees who begin disputing responsibility over specific job duty, the management is required to clarification the position, roles and responsibilities for each of the disputing employees (Pearson and Christine 16). In addressing conflicts caused by lack of effective interpretation of duties and policies, it affords the management of the organization with an opportunity to create clearer guidelines to ensure prevention of such conflicts in the future (Chan et al. 289). In clarification of guidelines, different members within the organization including the human resource representative, the employees in question, and the departmental m manager should be involved in correcting the issue (Doucet, Jean and Denis 349). Negotiations are important in such instances since the problem will be solved amicable and such problems would not occur in future (Randeree and Awsam 53). Moreover, the guidelines should be reviewed frequently to ensure updated information is provided to ensure the changes are reflected in the guidelines. Workload Conflicts at the project environment may erupt because of the excessive demands and workload resulting in stressful moments on the staff (Randeree and Awsam 51). The management is supposed to adopt a negotiation approach, which is proactive when it aims to address elevated work levels (Pearson and Christine 12). Moreover, the organization should determine the level of production and the clear definition of roles and responsibilities among the employees (Cahn and Ruth 21). The tasks requirements should be staggered to give the employee moments to rest and to addresses other factors, which may contribute to stressful moments (Ayoko and Andre 306). If the workload challenges are not addressed within the shortest time possible, it is imperative to seek solutions to address the problem in long term. For example, additional employees can be hired to address the overload and contribute in solving the workplace conflict (Chan et al. 289). Moreover, the stressful moments and conflicts at the project environment may create inefficiencies, which affect the general expectations of the organization within the identified region. The role and expectation of any organization is improving efficiency, and this can be achieved through ensuring the employees work optimally and have access to relevant resources. Employee Input The management should understand the importance of the employees in the success of an organization and acknowledge the contribution of the employees (Cahn and Ruth 78). The employees should be involved in the operations of the organization and project since alienating the employees may make the employee feel misplaced within decision-making. Through such issues, exhibition of insubordinate behavior becomes common (Northam 72). Therefore, it is appropriate to negotiate with employees that feel they are alienated. In addition, the input of the employees is important before asking the employees to accomplish their different work related obligations (Doucet, Jean and Denis 344). If there are signs of insubordination and unhappiness, it is imperative to analyze the situation, engage the employees and seek for a definite approach to address the problem. Without appropriate mitigation strategies, the conflict with management and other employees would escalate easily. Therefore, the management and other individuals at the managerial level should provide mechanisms in which employees are encouraged to contribute to the development of the organization (Ayoko and Andre 304). The management should create an “open door” policy allowing the employees to contribute to the success of the organization (Pearson and Christine 13). Information Exchange Employees and people within the project environment communicate in different ways (Pinto 53). Some of the employees may require minimal information to understand a subject while other employees require extensive information supported by clearer explanation to gather meaning. Conflict at the project environment may arise when employees with different communication ways communicate (Randeree and Awsam 29). The conveying of the message and processing of the information may result in conflicts. Negotiation involving such differing parties will be requested to state their different understanding of the message and clarification is sought to address the problem (Doucet, Jean and Denis 343). The manager or a facilitator manages the situation and guides the parties at arriving at an understanding (Chan et al. 289). Moreover, the facilitator should communicate with the different parties to understand the problem and to receive clarity (Ayoko and Andre 302). Moreover, the employees should be encouraged to acknowledge the importance of effective communication strategies (Cahn and Ruth 69). Leadership and Personalities Conflicts exist because of inefficient leadership and different personalities of the employees. The management should have clear structures on avoiding conflicts and strategies for conflict resolutions. The different personalities mean effective leadership is appropriate. For example, a leader who is biased is unable to maintain peace at the workplace because of the divergent views of the employees (Doucet, Jean and Denis 343). Moreover, other aspects, such as romance contributes to occurrence of conflicts and misunderstanding. Employees and management should embrace the policies at the workplace and try to avoid instances of conflict. For example, romance is not recommended in numerous workplaces and evidence shows romance sometimes exist at the workplace (Doucet, Jean and Denis 343). Flouting the law and policies also contribute to conflicts and to solve the problem, it is important to support organizational policies and directions (Cahn and Ruth 69). Hence, effective leadership and reviewing personalities reduces chances of conflicts occurring at the workplace and also availability of conflict resolution mechanism existence. Questions The following questions are example that seeks to gather information on conflicts and negation. It aims to allow individuals to present their views based on the likely/unlikely to accomplish a given requirement. The interviewer will be requested to mark based on their views on the question: Question Very unlikely Unlikely Likely Very likely Q. 1 In approaching negotiation, I try to consider the other person’s wishes Q. 2 I try to avoid scenarios and situations, which may result in conflicts Q. 3 I champion effective communication in preventing chances of conflicts Question 1: In approaching negotiation, I try to consider the other person’s wishes Conflicts occur because of misunderstandings among the involved parties. The conflict may be solved easily through understanding the underlying issues. For example, communication is common at the workplace and use of some words may evoke negative perception from another individual (Randeree and Awsam 77). Moreover, misunderstanding some comments may contribute to conflicts (Van 54). Therefore, addressing the conflict, it is integral to consider the other person’s wishes or views. For example, if it is excessive workload, the views of the other individual will be considered. Therefore, the level of considering the wishes of other persons is important in conflict negotiation. Question 2: I try to avoid scenarios and situations, which may result in conflicts In the project environment, conflicts are common and conflicts can be avoided through understanding and considering the wishes of other people (Northam 71). In a working environment, it is easier to understand the behavior, emotions and psychological setting of an individual. Hence, understanding an individual can prevent occurrence of a conflict (Cahn and Ruth 93). Question 3: I champion effective communication in preventing chances of conflicts Conflicts usually occur because of misunderstandings. Effective communication prevents occurrence of numerous conflicts (Cahn and Ruth 88). Asking the respondents on their views on effective communication provides a view of whether they acknowledge the importance of communication not only during conflicts but also to the operations within the organization (Randeree and Awsam 65). A successful organization should communicate effectively and this can be achieved through encouraging the different stakeholders to present their respective views and aspirations (Doucet, Jean and Denis 351). Hence, effective communication will elicit the influence of effective communication to the entire organization. Findings Question 1 Two of the respondents replied that they are “very likely” to “try to consider the other person’s wishes” while one respondent said “likely”. The comments of the respondents were different and further clarification, the “likely” respondent said the context and content of the communication mattered. For example, the other individual may be aggressive in nature and it is not appropriate to condone aggressiveness. The two respondents were ready to hear the views of the other person’s wishes. They acknowledge the individual may have additional challenges or problems, which contributed to the occurrence of the problem. The two respondents that were “very likely” stated that they would also consider the background and previous relationship with the respondent. Hence, they will not react based on single instance, rather the extent of interaction with other person wishes. Hence, the views of the respondents points to the importance of understanding the requirements of the other person. It ensures a win-win situation is achieved and such problems may unlikely to occur in the future. Question 2 The three respondents stated that they were “very likely” to avoid instances that contributes to conflict. The respondents stated that it is easier to understand circumstances, which can contribute to conflict and measures exist that can be employed to address the problem. Moreover, since the project requires teamwork, it is imperative to be on the same levels with other employees, and this can be achieved through reviewing the guidelines, roles and responsibilities of each of the individual. Clarity of the position and expectations reduces chances of conflict. Furthermore, conducive working environment allows creation of mechanisms, which can be used to address the complications or conflicts that may rise. Question 3 The three respondents said, they were “very likely” to champion effective communication whether in preventing conflicts or advancing the organization requirements. Moreover, the respondents said that they were ready to encourage effective communication to ensure the operations within the organization are effective and reducing chances for misunderstandings. The respondents acknowledged the importance of effective communication and context of the communication. Moreover, according to the respondents, it is important to employment communication mechanisms, which champions’ cohesiveness. For example, facial expressions should complement the audible words. In such instances, it becomes easier to authenticate the nature of communication and to determine whether other factors may have influenced in making certain comments. For example during confrontation, an individual may some inappropriate opinions, which may worsen the situation. However, the facial and other forms of expression may avail measures in which the problem can be addressed. Conclusion Conflicts and negotiations are common in the workplace. It is attributed to different personalities and design of the roles and responsibilities. Some factors, which contribute to conflicts and negotiations at the workplace, include clarification of guidelines, workload, employment input, and information exchange. The management of any organization should understand the consequences of these numerous variables and champion mechanism to address the problems. For example, a transformative leadership that embraces divergent views enables the employees to present their views easily. Moreover, managing conflicts and negotiations effectively increases the motivation capability of the employees, which is a benefit to the larger organization. Moreover, the situations, context, content and circumstances play an important role in analyzing conflicts and supporting solutions. For example, anger may have contributed to the conflict or ineffective communication, which is easily addressed through clarifying the issue. Furthermore, a qualified negotiation facilitator should play an important role in addressing the problem. Therefore, the project environment does not lack misunderstanding but the appropriate strategy is to address the problem within the shortest time possible. Works Cited Ayoko, Oluremi B., and Andre A. Pekerti. "The mediating and moderating effects of conflict and communication openness on workplace trust." International Journal of Conflict Management 19.4 (2008): 297-318. Cahn, Dudley D., and Ruth Anna Abigail. Managing Conflict through Communication. Pearson/Allyn and Bacon, 2007. Print. Chan, Christopher CA, et al. "Conflict management styles of male and female junior accountants." International Journal of Management 23.2 (2006): 289. Doucet, Olivier, Jean Poitras, and Denis Chênevert. "The impacts of leadership on workplace conflicts." International Journal of Conflict Management 20.4 (2009): 340-354. Northam, Sally. "Conflict in the workplace: Part 1." AJN The American Journal of Nursing 109.6 (2009): 70-73. Pearson, Christine M., and Christine L. Porath. "On the nature, consequences and remedies of workplace incivility: No time for “nice”? Think again." The Academy of Management Executive 19.1 (2005): 7-18. Pinto, Jeffrey K. Project Management: Achieving Competitive Advantage. Pearson/Prentice Hall, 2007. Print. Randeree, Kasim, and Awsam Taha El Faramawy. "Islamic perspectives on conflict management within project managed environments." International Journal of Project Management 29.1 (2011): 26-32. Van Gramberg, Bernadine. Managing workplace conflict: Alternative dispute resolution in Australia. Federation Press, 2006. Read More

For example, additional employees can be hired to address the overload and contribute in solving the workplace conflict (Chan et al. 289). Moreover, the stressful moments and conflicts at the project environment may create inefficiencies, which affect the general expectations of the organization within the identified region. The role and expectation of any organization is improving efficiency, and this can be achieved through ensuring the employees work optimally and have access to relevant resources.

Employee Input The management should understand the importance of the employees in the success of an organization and acknowledge the contribution of the employees (Cahn and Ruth 78). The employees should be involved in the operations of the organization and project since alienating the employees may make the employee feel misplaced within decision-making. Through such issues, exhibition of insubordinate behavior becomes common (Northam 72). Therefore, it is appropriate to negotiate with employees that feel they are alienated.

In addition, the input of the employees is important before asking the employees to accomplish their different work related obligations (Doucet, Jean and Denis 344). If there are signs of insubordination and unhappiness, it is imperative to analyze the situation, engage the employees and seek for a definite approach to address the problem. Without appropriate mitigation strategies, the conflict with management and other employees would escalate easily. Therefore, the management and other individuals at the managerial level should provide mechanisms in which employees are encouraged to contribute to the development of the organization (Ayoko and Andre 304).

The management should create an “open door” policy allowing the employees to contribute to the success of the organization (Pearson and Christine 13). Information Exchange Employees and people within the project environment communicate in different ways (Pinto 53). Some of the employees may require minimal information to understand a subject while other employees require extensive information supported by clearer explanation to gather meaning. Conflict at the project environment may arise when employees with different communication ways communicate (Randeree and Awsam 29).

The conveying of the message and processing of the information may result in conflicts. Negotiation involving such differing parties will be requested to state their different understanding of the message and clarification is sought to address the problem (Doucet, Jean and Denis 343). The manager or a facilitator manages the situation and guides the parties at arriving at an understanding (Chan et al. 289). Moreover, the facilitator should communicate with the different parties to understand the problem and to receive clarity (Ayoko and Andre 302).

Moreover, the employees should be encouraged to acknowledge the importance of effective communication strategies (Cahn and Ruth 69). Leadership and Personalities Conflicts exist because of inefficient leadership and different personalities of the employees. The management should have clear structures on avoiding conflicts and strategies for conflict resolutions. The different personalities mean effective leadership is appropriate. For example, a leader who is biased is unable to maintain peace at the workplace because of the divergent views of the employees (Doucet, Jean and Denis 343).

Moreover, other aspects, such as romance contributes to occurrence of conflicts and misunderstanding. Employees and management should embrace the policies at the workplace and try to avoid instances of conflict. For example, romance is not recommended in numerous workplaces and evidence shows romance sometimes exist at the workplace (Doucet, Jean and Denis 343). Flouting the law and policies also contribute to conflicts and to solve the problem, it is important to support organizational policies and directions (Cahn and Ruth 69).

Hence, effective leadership and reviewing personalities reduces chances of conflicts occurring at the workplace and also availability of conflict resolution mechanism existence.

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