Conflict Management

In any organization, ensuring workers live in harmony with one another is necessary to create an atmosphere of meeting company goals. Therefore, any occasional breakups of differences between employees must be stopped at the earliest moment possible. This essay will tackle the impact of a third party in averting a conflict transforming to a grave situation (Doherty & Guyler, 2008).

The objective of involvement is first to avoid the dispute from flaring up into a violent affair. This will lead to peace between the two squabbling employees. In addition, stopping the quarrel will create an environment that encourages harmony among employees (Folger, Poole, & Stutman, 2009).

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Another critical point on reconciling the parties is to uphold a moral stance with quarrelling regarded as a wrongful act. Finally, arbitration, leads to making parties aware of the wasted power that could have been devoted to meeting the company’s goals.

In order to reconcile the two women, the best method is to set a meeting where they are together so that a logical calm can be reached between them. This will help in examining the causes of the disagreement and counseling done to avert another conflict. In addition, approaching them together aims at showing them there is no favoritism on either side (Doherty & Guyler, 2008). Alternatively, a joint approach is meant to advise the women in dispute the immense loss their conflict is causing the organization and other employees.

However, to meet the women individually has a number of demerits. One of the parties may feel a lack of neutrality in the arbitrator, therefore, fuelling the disagreement further. This will make the party approached to feel she is more correct than the other is.

Another danger of meeting the women separately is a failure to find the deep cause of the disagreement and assumption by the third party who is the arbitrator. Furthermore, one of the parties not included in the reconciliation process may fail to comprehend the effect of their disagreement in terms of company’s production (Institute of Leadership & Mana, 2007).

There is an urgent need to report the disagreement to the top management so that a significant action can be taken. This can be either penalizing one or all the women to teach other employees a lesson. However, this move should only be taken when the first reconciliation process has failed (Doherty & Guyler, 2008). In other words, reporting has a chance of getting deeper into the wrangle and finding a quick solution so that the juniors of these business leaders can feel an agreeable resolution is reached.

However, the juniors can only be communicated to if they aware of the dispute involving their seniors. Alternatively, if the disagreement is work- related then they should be informed so that a repeat is avoided (Institute of Leadership & Mana, 2007). Furthermore, this is a better chance for the arbitrator to teach the junior workers on the effects of conflicts in the work place. This is by telling them the loss of time and resources leading to reduced production and clients in the organization.

Otherwise, to resolve this disagreement permanently, it is imperative for the arbitrator to propose amicable methods of solving the disagreement. This action will stop the issue from moving to the top management and encourage solving of matters at a lower level.

Before proposing any method, the mediator should ensure the women understand the repercussions of their conflict (Folger, Poole, & Stutman, 2009). He should also ensure the juniors of these women are not around to prevent cases of insubordination and discrimination towards their seniors.

We can, therefore, conclude that an arbitrator’s role is to resolve conflicts at a lower level before they reach the top management. There is also urgency to counsel employees on the effects of disagreements in the company in terms of reduced production. This should also be reflected on how it influences other employees in terms of time and resources wasted during the dispute. (Doherty & Guyler, 2008).

References

Doherty, N. & Guyler, M. (2008). The essential guide to workplace mediation & conflict resolution: rebuilding working relationship. Philadelphia, MA: Kogan.

Folger, J., Poole, M., & Stutman, R. (2009). Working through conflict: Strategies for Relationships, Groups, and Organization. Boston, MA: Allyn & Bacon/Pearson.

Institute of Leadership & Mana. (2007). Managing Conflict in the Workplace Super Series. Philadelphia, MA: Routledge.

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