Conflict Resolution in the Workplace

Propose ways the negotiation process can alleviate or mitigate conflict in the workplace.

Conflicts are likely to occur in every organization that fails to support its employees. A supervisor who fails to treat his or her employees fairly will create new conflicts in the workplace. Every supervisor should use the best approach in order to deal with such disputes. Supervisors and managers can use the best negotiation process to deal with every organizational conflict. The process calls for proper preparation and planning. The negotiator or business leader should define his or her goals. The first approach is for the supervisor to have a proper plan for the negotiation process. The leader should use a good communication style in order to examine the issue presented by his or her employee (Doherty & Guyler, 2008).

The leader should also examine the grievances of every participant. The leader will understand the nature of the conflict. The supervisor should also identify the discussion topic and the expectations of every participant. The next step is to welcome the affected employees or stakeholders. The negotiator or leader should understand the grievances of every concerned party. Every employee should be encouraged to be part of the negotiation process. The employees in the workplace will be encouraged to re-examine the conflicts affecting their organizational performance (Gaynier, 2005). The third stage is to close the negotiation process. This occurs after the employees decide to forgive one another and work as a team. The process can address any disparity existing between two employees.

Determine the advantages and disadvantages of a one-on-one approach in resolving the conflict from the above scenario.

Any unfair treatment in the workplace will affect the performance of every employee. The employees will remain disoriented if the supervisor treats them unfairly. Any sign of favoritism to another employee might also result in conflict. A one-on-one approach resolves the conflicts arising from the above scenario. This method can address the conflict immediately. A face-to-face approach has some benefits. The first one is the ability to solve the conflict within a short time. The employee will also highlight his or her complaints. A one-on-one approach ensures the supervisor examines every single issue during the conflict resolution process. This approach also saves time. Both the supervisor and the employee will understand the issues affecting their performance. They will also come up with instant solutions (Gaynier, 2005). This situation explains why more people prefer this approach. However, the method presents a set of disadvantages. The first one is the inability to get an amicable solution. The approach might also favor the supervisor or organizational leader. The employee might be unable to engage in a smooth dialogue with his or her supervisor (Doherty & Guyler, 2008). The approach might also take much time, especially when more than one employee is involved. Every employee or supervisor should re-examine these disadvantages and advantages of this approach.

Create a scenario where the type of conflict you created would need to go to mediation. Determine the advantages and disadvantages of a mediation approach.

The employee might present his or her grievances after a coworker gets new rewards or better allowances. This situation will affect the performance of the employee. The employee might establish negative feelings against the coworker and the supervisor. The employee will also stop reporting to his supervisor. This scenario explains why a mediator will be required in order to deal with the conflict. This approach welcomes a neutral mediator to deal with the challenge (Doherty & Guyler, 2008). The approach will ensure both parties negotiate freely. The other advantage is that the third party will not formulate the targeted answer. The practice also solves problems much faster. The approach also allows the parties to present their views freely. The main disadvantage is that the employee and the supervisor might not reveal their positions or ideas. The individuals might ignore the process. The parties will “eventually feel that the process was a waste of useful time” (Doherty & Guyler, 2008, p. 84). The approach might also be expensive and time-consuming, depending on the requirements of the mediator. The mediator can also delay the process and affect the performance of the company. Every business organization should consider the drawbacks and strengths of the mediation approach before using it to deal with conflicts.

Examine four issues that litigation causes for both parties. Recommend a strategy, including advance preparation, for resolving the dispute.

Sometimes the conflict will not be resolved at the organizational level. This situation explains why litigation becomes the best option. Litigation is a judicial contest characterized by a number of steps (Doherty & Guyler, 2008). This contest is necessary for resolving a common problem of conflict. This process will cause different issues for both parties. The first one is the need to argue the case in court. Every party will appear before the court throughout the litigation process. The process consumes a lot of time. The process will also compel both parties to seek legal advice or support. The fourth issue is that the litigation process will be expensive for both parties. These issues make the process expensive and time-consuming. Every organization should use the best practices to address every conflict affecting its employees (DeMarr & de Janasz, 2013). The first strategy to resolve disputes is to have proper preparations. This practice will ensure the plaintiff is ready for the litigation process. Every party should also be prepared financially if the litigation process is mandatory. The other good practice is to use cheaper and faster methods such as a one-on-one approach or mediation strategy to deal with the dispute. The mediation process will ensure the dispute is resolved outside the court. This practice will reduce improve the contributions of every stakeholder.

Reference List

DeMarr, B., & de Janasz, S. (2013). Negotiation and Dispute Resolution. Upper Saddle River, NJ: Prentice Hall.

Doherty, N., & Guyler, M. (2008). The Essential Guide to Workplace Mediation and Conflict Resolution: Rebuilding Working Relationships. New York: Kogan Page.

Gaynier, L. (2005). Transformative Mediation: In Search of a Theory of Practice. Conflict Resolution Quarterly, 22(3), 397-408.