conflict Resolution Bcom Bsc BBa 2nd sem
What is Conflict Resolution?
The definition of conflict resolution refers to the process of finding a peaceful solution to a dispute. Therefore, it is beneficial for management and employees alike to know how to manage conflict at work through conflict resolution. Workplace conflict is destructive for business because it can lead to downturns in productivity and increases in absenteeism. In addition, on an individual level, workplace conflict is stressful and unpleasant.
Benefits of conflict resolutions:
Builds strong relationships
Maintains morale
Achieves goals
Reduces stress
Provides insight
Improves retention
5 Conflict Resolution Skills in the Workplace
Conflict resolution skills are often seen as leadership traits. Employees who can identify disagreements, acknowledge different opinions, and build a consensus are valuable to many organizations. They make it more likely for personal differences to be set aside so work can continue.
1. Communication and Conflict Resolution
Good communication skills are essential for sharing and understanding information more accurately and quickly. Conversely, poor communication is often the leading cause of most misunderstandings and disputes.
Many effective communication strategies are the best strategies to prevent conflicts and reach resolutions, such as
Asking questions
Cultivating empathy and compassion
Using open body language
Writing about the conflict
For instance, managers may need a guide to managing difficult conversations remotely with direct reports they see only through telecommunication services.
2. Active Listening
Active listening involves focusing on what the other person has to say, staying quiet as they speak, and listening to how they phrase things. It helps listeners hear and understand what someone else is saying, and it encourages the speaker to express themself clearly.
3. Empathy
Empathy in the workplace supports professional relationships and prevents conflicts. It is the ability to relate to how other people feel based on personal experiences. Understanding feelings and having empathy help individuals work with colleagues to create a solution to the problem.
4. Managing Emotions
Conflicts and tense conversations can stir up emotions. An argument or disagreement can feel like a threat or loss, triggering natural defense mechanisms like “fight or flight” responses. Emotions can interfere with an individual’s ability to maintain focus, reason, and resolve conflicts. Emotional management skills include self-awareness, reflection, perspective, and acceptance.
5. Nonviolent Communication
Nonviolent communication (NVC) is not a technique to end disagreements but rather a method designed to increase empathy and improve the quality of life of those who utilize it and those around them. According to The Center of Nonviolent Communication, NVC is about connecting with others and recognizing our commonalities and differences.
How to Resolve Workplace Conflicts in 5 Steps
1. Identification of the Conflict
Managers need to understand the root cause to resolve workplace issues. For example, determining whether the conflict is caused by a personality clash or a dispute over business ideas, decisions, or actions is essential.
Examples:
Employees who become upset during particular work-related issues are experiencing a business conflict. However, individuals still respect each other even if they are frustrated about others’ views.
Conversely, the conflict is likely a personality clash if an individual gets angry or frustrated with another constantly. Workers engaged in these disputes may display anger out of proportion.
Ignoring a problem can often cause it to worsen. Managers should address conflicts when they occur to head off what might become a volatile situation.
2. Assessment of the Conflict
Defining the cause of the conflict will help management to understand how the issue grew in the first place. Both parties must agree on the issue and discuss meeting the needs.
Managers must obtain as much information as possible on each side’s outlook by asking questions until they are confident that all the conflicting parties understand the issue.
Example:
A manager diagnoses a conflict between two employees by asking, “What happened?” and “What would you like to happen?” Each tells their side of the disagreement, and the manager restates the problem to both parties.
Sometimes, conflicts can be resolved just through facilitated, open dialogue.
3. Determining a Resolution
Managers, mediators, and employees must decide on a favorable resolution for everyone involved. All parties should focus on the issue and prepare to compromise. Additionally, they need to put aside feelings, appreciate and value others’ different opinions, and listen to understand their point of view.
Example:
The manager sits with both parties to discuss common ways to resolve the matter and meet the company’s objectives. Then, they brainstorm and negotiate a compromise.
Each party should provide an acknowledgment that the proposed solution is the best one possible. For a solution to be effective, each party must feel the solution is just and fair.
4. Implementation of the Resolution
The Dual Concern Model is a powerful model developed by organizational psychologists to address conflicts. The steps are based on dimensions of empathy and assertiveness.
Examples:
Collaboration is the first step, and it involves high empathy and assertiveness to come to a solution. A collaborative question would be, “Would you be willing to work together to find a solution that helps both of us?”
Compromise is used when each party needs to view the outcome fairly. For example, managers and mediators might ask, “Would you be willing to meet in the middle?”
Competition can be a way to muscle through a conflict when there needs to be a swift resolution. For example, a manager could use a competitive question like, “Would you be willing to accept my solution?” if they believe their approach was best.
Accommodation can quickly resolve an issue when something is less important to one party and more critical to another. An accommodation statement is, “I accept your request.”
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