Conflict Management Systems And Strategies: Techniques, Qualities, And Thomas-Kilmann Model

Conflict Management Systems and Strategies

Qualities of an efficient mediator

Discuss about the Conflict Management Systems and Strategies.

This particular research paper would try to find out the major mediation techniques that would be highly useful for a manager of an organization, who is responsible for regularly assisting the employees for resolving their workplace conflicts. From the research work of the eminent professors, it can be found that effective management of workplace conflict demands an understanding of the nature as well as resources of the conflict in the place of work. It can be stated that to manage the workplace conflict effectively, one must be a skilled communicator. This demands to create an open communication surroundings in the operating unit by heartening human resources to converse openly regarding the working issues. Brubaker et al. (2014) have said that listening to the concerns of the employees in the workplace would foster an open environment and it is required for the mediator to actually understand what the employees are saying by asking the questions.

It has already been mentioned that office dispute decree is one of the authority areas that requires some confident potentialities and some global organizations believe that an HR section or an understanding administrator can effectively determine these kinds of disagreements. In this regard, it can be stated that empathy is one of the significant qualities in an efficient mediator, but it is not always sufficient to mend disparaging functioning relationships. According to the viewpoint of Saundry, McArdle and Thomas (2013), it is equally necessary to appreciate how the workplace divergence takes place and the major stages involved in the arbitration procedure. Therefore, it is required to shed light on some top and prior qualities that successful mediators bring to variance resolution.

Emotional intelligence: The perception of emotional intelligence is highly important in this case, as those who are caught up in the disagreements are frequently poignant and thus it is highly necessary for the mediator to remain calm. The mediator is required to size up emotional response of every employee and talk to him or her in an empathetic way. It can be stated that if the intermediary does not display emotional intelligence, they would get drawn into the anger, annoyance or fear exhibited by the other parties concerned (Forsyth 2012).

The potentiality to witness common grounds and links: A major fraction of the procedure is recognizing the features that can bring the parties together as well as those who are causing conflicts. Therefore, clearly it can be said that good mediator must find out possible for the ordinary grounds and assist the employees to easily appreciate the viewpoints of others.

Techniques required to solve any conflict resolution

Enough experience: Lipsky (2015) has stated that an efficient mediator must have all-purpose work knowledge that has given them the imminent into the functioning relations, management and workplace psychology as well as administration hypothesis. Apart from that, it is one of the well known facts that practice makes ideal, therefore, the more conflict situations a mediator gets to handle, the more the person would be capable to solve the issues.

Finding sensible resolution: Katz and Flynn (2013) has demonstrated in his research work that a good negotiator assists the human resources in conflict circumstances for finding the solutions that are reciprocally pleasurable and realistic. Apart from that, it is required to mention that the mediator is responsible to make the employees consider that the solutions are sensible and they would really work (Saundry et al. 2014).

Communication skills: Saundry and Dix (2014) have opined that conflict declaration is all about communication, so that the mediators have to display the full range of aptitudes connected with it. This states the fact that the mediators have be capable enough to extract all the fundamental data from the human resources who conceivably do not express themselves very well and replicate them back in a method that everybody involved would clearly comprehend (Khoo et al. 2014).

Staying neutral: It can be stated that before trying to resolve any conflict situation, a mediator must make sure to examine the root causes of the conflict objectively and thoroughly. Therefore, they are advised to avoid temptation to jump into conclusions regarding faults.

Focusing on the problem, not on the person: It is regardless to mention that virtually every workplace has some difficult employees, who often stay engaged in conflicts with the co-workers or the managers. Being the conflict resolution manager, it is highly necessary that the mediator and the employees look beyond difficult disagreeable personalities and concentrate on the problem. Therefore, it is easily understood that the mediator must not use accusatory language or engage in any kinds of personal attacks (McKenzie 2015).

Thomas-Kilmann model is the leading model that most of the mediators use to handle any kind of conflicts in the workplace. Therefore, it can be stated that the leaders must rely on this model to solve any kind of conflicts in the workplace, as this is one of the major effective techniques. Competing selection is at the top of the model and thus it is understood that the mediators are required to take a completely confident and non-cooperative approach to solve the conflict. The next step is accommodating, this is at the bottom right of the model, and this means that the mediator is required to take an entirely unassertive and co-operative approach. The third part is avoiding and this states that the mediator might take the form of tactfully sidestepping an issue as well as delaying an issue until retreating from an intimidating state of affairs (Pincock and Hedeen 2014).

Thomas-Kilmann model for conflict resolution

Figure 1: Conflict Resolution model of Thomas-Kilmann

(Source: Rasmussen and Greenwood 2014)

Compromising is the fifth stage and this is an approach of “half a sixpence is better than none”. In this part, both the parties engaged in conflict get something instead of everything. Collaborating means being highly enthusiastic to consider that when two parties are at the loggerheads, it is probable for both the parties to come out with what they desire. Standifer et al. (2013) have stated that working together demands a developed disagreement resolution skill depending on mutual respect, a strong willingness to listen to others and enough originality in discovering the solution.

The techniques required to solve any conflict resolution are required to mention here, as these techniques are useful in solving issues at the workplace.

First listen and then speak out: It is important to mention that listening to the issues of the employees firstly is the most steps in resolving conflicts. The mediator must listen to all parties carefully who are engaged in conflict for completely understanding the nature of conflict. After that, focus is required to shed on troubleshooting explanations (O’Neill and Allen 2014).

Congregate the assembly carefully: Being a manager, one is required to assemble a meeting with all the concerned parties for discussing the issue. It is necessary to give everyone a chance to speak, as this is a good opportunity to hear all the sides and gain a full understanding of the conflict.

Be impartial: The mediator, one must not take any side and show any particular opinion that favors one person over another. If the mediator is fractional towards one particular person, one must try to access the situation from all the other sides to for coming up with a reasonable and sensible solution (Gwartney-Gibbs and Lach 2014).

Never postpone conflict resolution: For the mediators, it is necessary to address the conflict immediately. Otherwise, the situation could escalate and could affect performance of the employees. However, it is required to mention here that the mediator must not address the situation too quickly, as the decision might directly affect the demeanor as well as performance of the employees (Jordaan and Cillié 2016).

Promote teamwork: Bollen and Euwema (2013) have stated that encouragement and motivation are highly powerful and the leaders are required to remind all the team members that a successful project demands strong teamwork. Therefore, the mediator is required to focus on teamwork and motivate the employees for having a successful project. However, in this part, it is required to mention that the conflict mediator must consider the regulations and the policies of the organization at the time of solving the conflicts. Many global companies train some of their employees to become conflict mediator. Apart from that, it can be said that with the right conflict resolution training, a mediator learn the tools and techniques necessary to keep harmony among the team (Jordaan and Cillié 2016).

O’Neill and Allen (2014) have stated that conflict wastes time and money, especially it costs huge to the individual. It is a known fact that while conflict can be positive, most conflict is vicious, with time, emotional and wellbeing costs. Apart from that, it can be mentioned that conflict not only has a high individual cost, but it is luxurious for the organization too. Some research papers have found that a typical executive loses 26% of the day responding to the unpleasant conflict and this is time misplaced to original and creative work. A good and efficient mediator has some major characteristic features and this help them to handle any kind of conflict situation in an organization. An efficient mediator can successfully prevent blow-ups, defuse anger, build bridges and avoid the pitfalls. They are capable to keep conflicting parties cool and resolve the conflict for good (Saundry et al. 2014).

Conflict triggers strapping emotions and thus can guide towards hurt feelings, dissatisfaction and uneasiness. When handled in an harmful way, it can cause some irreparable rifts, resentments as well as break-ups. However, it can be stated that when conflict is determined in a healthy manner, it has the potentiality to increase understanding of one another; builds faith and strengthen the bonds of relationship. Saundry et al. (2014) have stated that some of the followings characterize healthy responses to conflict resolution.

• Potentiality to recognize as well as respond to some significant matters
• A willingness to excuse and forget
• The capability to look for cooperation and evade grueling
• A strong belief that declaration can carry the wellbeing and requirements of both the parties (Saundry et al. 2014)

There are several types of conflicts, like relational conflicts, instrumental conflicts and conflicts of interest. Rasmussen and Greenwood (2014) have stated that before a mediator tends to resolve a conflict or even decide on a strategy for resolving it, one need to recognize its sources and its types. The mediator, who is called to solve any kind of conflicts in the organization, can depend on the comprehensive mapping of conflict resolution, i.e. a three pillar approach.

The mediator is responsible to have sound knowledge on the stages of conflict and this would be helpful for that person to deal with the situation carefully. Rasmussen and Greenwood (2014) have stated that a supervisor must know a variety of stages of conflict to switch that cautiously. The solution of the conflict becomes easy enough before it becomes serious, if the person knows the real issues behind the conflict and how the conflict was developed. In general, a conflict passes through some of the below mentioned stages.

• populace make out need of income, multiplicity of speech or culture
• Apart from that, it can be said that sensitiveness might probably effect in conflict
• If there are some solemn dissimilarities amid two or more than two groups, the dormant conflict in a spirited circumstances might revolve out into conflict
• An accident might activate a dormant conflict into an open conflict
• Khoo et al. (2014) have stated in his research work that once a conflict is resolved, the probability for conflict remains in the consequences.

However, in this part, it can be said that this research work has stated some major techniques that are highly essential for the conflict resolution. In most of the organizations, conflicts take place and the mediators are responsible to handle the situation, so that neither employees nor the organizations get affected.

References

Bollen, K. and Euwema, M., 2013. Workplace mediation: An underdeveloped research area. Negotiation Journal, 29(3), pp.329-353.

Brubaker, D., Noble, C., Fincher, R., Park, S.K.Y. and Press, S., 2014. Conflict Resolution in the Workplace: What Will the Future Bring?. Conflict Resolution Quarterly, 31(4), pp.357-386.

Forsyth, A., 2012. Workplace conflict resolution in Australia: The dominance of the public dispute resolution framework and the limited role of ADR. The International Journal of Human Resource Management, 23(3), pp.476-494.

Gwartney-Gibbs, P.A. and Lach, D.H., 2014. Workplace dispute resolution and gender inequality. Sociological Practice, 10(1), p.9.

Jordaan, B. and Cillié, G., 2016. Building a collaborative workplace culture: A South African perspective. In Building Trust and Constructive Conflict Management in Organizations (pp. 151-168). Springer International Publishing.

Katz, N.H. and Flynn, L.T., 2013. Understanding conflict management systems and strategies in the workplace: A pilot study. Conflict Resolution Quarterly, 30(4), pp.393-410.

Khoo, S.M., Lahiri, M., Huggan, P.J., Archuleta, S., Olszyna, D.P., Goh, W.P., Chua, G.S. and Ho, K.Y., 2014. When traditional model meets competencies in Singapore: beyond conflict resolution. Ann Acad Med Singapore, 43, pp.544-9.

Lipsky, D.B., 2015. The Future of Conflict Management Systems. Conflict Resolution Quarterly, 33(S1), pp.S27-S34.

McKenzie, D.M., 2015. The role of mediation in resolving workplace relationship conflict. International journal of law and psychiatry, 39, pp.52-59.

O’Neill, T.A. and Allen, N.J., 2014. Team task conflict resolution: An examination of its linkages to team personality composition and team effectiveness outcomes. Group Dynamics: Theory, Research, and Practice,18(2), p.159.

Pincock, H. and Hedeen, T., 2014. Where the Rubber Meets the Clouds: Anticipated Developments in Conflict and Conflict Resolution Theory. Ohio St. J. on Disp. Resol., 30, p.431.

Rasmussen, E.R.L.I.N.G. and Greenwood, G.A.Y.E., 2014. Conflict Resolution in New Zealand. The Oxford Handbook of Conflict Management in Organizations, pp.449-474.

Saundry, G. and Dix, J., 2014. Conflict Resolution in the United Kingdom.The Oxford Handbook of Conflict Management in Organizations, pp.475-493.

Saundry, R., McArdle, L. and Thomas, P., 2013. Reframing workplace relations? Conflict resolution and mediation in a primary care trust. Work, Employment & Society, 27(2), pp.213-231.

Saundry, R.A., Latreille, P., Dickens, L., Irvine, C., Teague, P., Urwin, P. and Wibberley, G., 2014. Reframing Resolution-Managing Conflict and Resolving Individual Employment Disputes in the Contemporary Workplace. Acas Policy Discussion Papers, pp.1-21.

Standifer, R.L., Lester, S.W., Schultz, N.J. and Windsor, J.M., 2013. How age similarity preference, uncertainty, and workplace challenges affect conflict. human relations, p.0018726713482012.

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