Conflict management at Customs Car 1

Running head: CONFLICT MANAGEMENT AT CUSTOMS CAR COMPANY

Conflict Management at Customs Car Company

Name:

November 2009
 Conflict management at Customs Car 2

Conflict Management at Customs Car Company

Recent years have seen the transformation of organizations from the traditional

hierarchical structures where one individual held all the authority in an organization to the

present day case where the concept of team work plays an important role. With this development,

conflict among the individuals is inevitable and this conflict can either act as a hindrance to

achieving goals in an organization or can foster and improve the performance of the

organization. This however depends on the nature of conflict and how it is managed. Isenhart and

Oaks (2001) explain that the paradigm shift in the American management from “ownership to

partnership and from commanding to consensus” (p242) has had a great effect on how disputes

are resolved today The organization leader has a role to play in ensuring and determining how

the issue of conflict management affects the organization both in his approach and the measures

in place to handle particular cases. The way that leaders receive, mediate and provide the

framework for resolving conflicts affects the “conversion process of conflicting demands, values,

and goals into significant behaviors” (Burns, 1978). Some organizations have conflict resolution

systems in place that attempts to deal with these ever rising cases of conflict.

This paper analyzes the case of conflict in Customs Car Company. It indentifies the

nature of conflicts, the causes of conflict and attempts to recommend a conflict resolution

procedure that should be employed for Customs Car. Further we recommend that a dispute

resolution system suited for Customs Car should be designed and put in place to handle future

cases of conflict and the paper provides guiding principles for the desired system.

SUMMARY OF THE CONFLICT

Customs Car Company is having problems with its management which largely started

with the coming of Ronnie, the company presidents Jacks’ son. Before Ronnie joined the
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company issues seem to be running alright with everybody getting along with each other, profits

high and the social cohesion of the company seemed to be thriving. With Ronnie coming to the

company and at first being introduced into the company as the vice-president with the

responsibility of overseeing the running of the company, the company has reported a fall in

profitability, a strained relationship between the employees, and breakdown of the cohesion that

the company management used to previously enjoy. While this may stem largely and be

attributed to Ronnie’s incompetence, conflict in the company’s management seems to be a prime

problem. This conflict in management is particularly evident between Ronnie and his brother-in-

law-Justin.

Justin has been in the company for 15years, he seems both accustomed to the company’s

culture and management style. He is both able to go along with the other members of the

management and to steer the company to profitability. Ronnie on the other hand seems to possess

a different style of leadership and management culture that seems alien to the company. Further

his failure to appropriately communicate to his juniors as depicted by his failure to deliver the

change over orders, his disregard for social meetings with the management team and his

assertive nature where he considers his style and therefore disregards his fathers advice affect the

company adversely. This is highlighted by the other management team members; Tim, Tammy,

Rhoda who feel the desire to leave the company if conditions continue.

Jack senses this growth tension between Ronnie and the other members of the

management and more so with Justin. As a step to improve the companies dwindling profitability

and customer dissatisfaction, Jack feels he has to intervene and while he recognizes Justin’s

ability to run the company, he recognizes the potential boil over likely to happen between Ronnie

and Justin if he does so and that is why he decides to open the South Side Store. While conflict
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seems to be mainly between Ronnie and Justin, it is evident that this conflict exists between

Ronnie, the other management team members, and his members of staff. Even without the other

members of the management, Ronnie’s conflictive style seems to show itself even on his juniors.

This is clear from the high staff turnovers in the store and eventually even Janies; a sales

manager who has been with the company for over five years feels disconcerted to an extent

where she feels she has to leave.

Jack being the founder and president of the company and bearing in mind his decision to

take a more passive role in the running of the company has to find a solution to this problem.

Ronnie’s conflictive style of management

While this case presents a case of an incompetent and conflictive Ronnie, to further

understand the situation and be in a position to offer a recommendation, Wilmot and Hocker

(2007) recommend that the importance of understanding the views and interests of each member.

NATURE OF CONFLICT

Four forms of conflict can be identified in the case of this organization; Conflict between

Ronnie and Justin, conflict between Ronnie and the other members of the management team,

conflict between Ronnie and his juniors and some mild form of conflict between Ronnie and

Jack.

Ronnie’s Point of View

Ronnie conflict with Justin stems mainly from individual and interpersonal sources

(Abdennur, 1987). Ronnie’s personality and attitude seems to be abrasive and thus his not getting

along with almost everybody in the company. Further his goals in the company seem to collide

with Justin’s although this may be real or may be as a result of his perception. These two

individuals seem to share the same goal which is to lead the “family business” and Ronnie sees
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that if Justin achieves this, it will be at his expense. Ronnie sees himself more deserving the

leadership of the company because this is his father’s business and Justin if just an in-law.

Ronnie may also be under emotions such as jealousy or resentment for Justin and this may be the

reason for his disregard. The power struggle between Ronnie and Justin is also a source of

interpersonal conflict where Ronnie feels that Justin is taking what is rightfully his. This is seen

in his assertion that Justin is just an in-law. Further the interdependence between these two and

Jack aggravates the situation where Ronnie views that loyalties and favors are being directed to

Justin at his expense.

Justin’s point of view

Justin the son-in-law and a member of Customs Car is experiencing conflict with Ronnie.

While Justin may seem genuinely involved in the management and the welfare of the business

and thus on the receiving end his goals seem to conflict with those of Ronnie. He thinks that

Ronnie is not able to run the business and is making mistakes. He feels frustrated by this power

struggle and he has even hinted that he might move from the company.

Jacks Point of view

Jack the founder of Customs Car is torn in between the conflict and struggle for power

between Ronnie, his real son and Justin his son-in-law. While Justin seems competent to run the

family business as highlighted by his success and initiative to tackle management problems,

Ronnie is Jack’s real son and Jack fears to break the family. His view is that Justin would

competently run the company but he thinks his son will get around and take the leadership.

While Jack had even made the steps of separating the two by opening another store, Justin’s store

is performing poorly and he feels he might consider asking Ronnie to run this store as well.

The management members’ point of view

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The conflict between Ronnie and the other members of the management is notable. Most

notable conflict is between Ronne and Tammy and the Ronnie “blow up” when Tammy

presented the management problems that the company was going through. This has necessitated

even some members of the management to desire to leave the company if the present situation

continues. The management feels that Ronnie is not running the company competently and he is

making mistakes. Every member of the company feels dissatisfied with the present management

of the company and this happens even in the South Side Store where Janis feels that Jack should

intervene. The management view is that Ronnie is the source of the management problems in the

company and he has brought in a system that has disrupted the harmonious culture in the

organization. Communication has deteriorated and even the usual free atmosphere that

contributed to staff motivation and a feeling of corrective responsibility is not longer prevalent.

SOURCES OF CONFLICT

Several factors can be indentified as possible sources of conflict; individual

characteristics, interpersonal sources of conflict, behavioral causes and issues (Wall & Callister,

1995).

Individual characteristics

Ronnie’s abrasive personality characteristic is a source of conflict within Customs Car.

His attitude and personality which can be described as Type A (Baron as quoted by Wall &

Callister, 1995) makes him appear to collide with every one in the organization right from Jack,

Justin, the other management team members and his subordinates. This is also clear from the

statements he made while at his previous employment where it is clear they had conflict with his

superiors. However some authors have noted that personality and attitudes have little effect on

conflict and resolution (Wall & Callister, 1995).

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Ronnie had been working in ABC for the last 10 years and his personal values may hold

that conflict is beneficial to the organization. This may be illustrated by the different views held

by individuals concerning conflict. For example in the American setting conflict may be seen as

a part of life and possibly a beneficial part of living, the Japanese feel it is detrimental and should

be avoided.

The most prominent issue that may be contributing to the conflict between Ronnie and

Justin is the issue of goals (Wall & Callister, 2005). Ronnie might possess the misplaced goals of

having conflict with others with the conscious aim of showing them who is the boss. Ronnie’s

goals in the organization might on the other hand be genuinely to turn Customs Car to even a

more successful company. It might also be possible that he is feeling frustrated in his attempt to

replicate his success from his previous employment into his father’s business and has se his goals

so rigid that he cannot afford to fail. With regard to the conflict between Ronnie and Justin, as

per the economies theory of conflict, in a situation when two individuals are interdependent and

have common goals then one party may feel that the other is attaining the goals is at its expense

and therefore conflict is bound to occur. Ronnie considers Justin as a threat and a block to the

achievement of his goals and feels Justin as a competitor to leading his father’s company. His

remarks to Ronnie “if this goes to dad, you know who will win” and the remark that he is the son

of Jack while Ronnie is son-in-law clearly illustrate his opinion about Justin. This might be

aggravated by Ronnie’s strong commitment to achieving a position and the fact that Justin is

posing competition.

Ronnie may be under emotions like stress, frustrations, jealousy, resentment and anger

which can contribute to conflict where stress translates to tenseness that can result to conflict

with the other individuals in the company.

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Interpersonal sources of conflict

Relationships between individuals is a potential source of conflict and involves;

perceptual interface, communication, behavior and structure.

Ronnie may possess this perceptual interface that Justin has the same goals as he has and

that Justin achieving these goals will be at his expense. This seems to be the most likely scenario

in this case and the fact that if Justin becomes the boss in the company, then obviously Ronnie

will have failed. Justin on the other hand might not have this in mind and might genuinely be

interested in the success of the company.

Communication has different impacts to conflict issue. Low communication as depicted

by Ronnie and his juniors in the south side garage can at times results to less knowledge of the

other party and may form ground for conflict. Such acts as body language may further aggravate

the situation when they are interpreted as intents. The failure for Ronnie to communicate change

orders to the production and sales department is being a prime source of conflict. Further his

failure to discuss the issue and take responsibility further aggravates the situation.

Misunderstandings in communication or clear communications that are critic, threats or

destructive can result to conflict.

Behavior has been cited as a source of conflict where an interference with a person’s

goals and aspirations is witnessed. Some authors however argue that once a conflict has started

minimal interaction between the parties allow time for reevaluation and is this beneficial. Power

struggles where one party attempts to control the other with the other resisting has been cited as

one source of conflict.

Power imbalance can impede the efforts of conflict resolution (Wilmot & Hocker, 2007).

Power struggles seem to be evident in Customs Car mainly between Ronnie and Justin. The
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structure within the organization allows for one boss and this is a potential source of conflict.

Ronnie and Justin are close and share the same goals and this brings in conflict. Further Ronnie

seems to exercise his authority and power in his capacity as Jacks son and Ronnie on the other

hand carries with him his competence. This creates power imbalance and the Justin, the low

power party resists the high power .Where there is interdependence between the parties like in

the case of these two individuals being brothers-in law and their goals are divergent this can

generate conflict. When this interdependence extends to Jack, Ronnie may feel disadvantaged by

assuming that loyalties and role demands may be transferred to the adversary. When structures

are such that one party’s gain comes at the expense of the other, conflict is bound to happen

unless there is benevolence in one party, resources are not limited, we have different time frames

or the type of relationship is not clear to the parties.

CONFLICT MANAGEMENT

The existing conflict in Customs Car can take several forms but most notably Jack has to

take an active role in the resolution of this conflict. First, the parties can attempt to resolve the

conflict on their own and if this does not work engage a mediator. While Ronnie is his son and

Justin is his son in law, Jack can take the role of a mediator or he can exercise his authority as the

ultimate boss in his company by taking more abrasive steps which on the other hand might affect

family relations (Wall & Callister, 1995). We suggest three steps that can be attempted to resolve

this conflict; first Ronnie and Justin can make efforts to resolve the case themselves; second Jack

can engage a conflict resolution coach or finally if other doesn’t work engage a mediator.

Ronnie and Justin in managing the conflict

As a first attempt to resolve the conflict, attempts can be attempted for the two parties to

find a solution on their own. Justin being the more “sober” member in this conflict can initiate
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the process by approaching Ronnie. Ronnie can take the “Problem Solving for One” (PS1)

technique to get Ronnie to the table by writing a letter that which gets issues that he wants to

discuss with Ronnie (Tidwell, 2001). In taking a step to resolve the dispute between Ronnie and

Justin it is important that both parties are aware of the causes, consequences and the alternatives

available to them (Wall & Callister 1995). They should then take steps to by sitting on the table,

pointing out their interests and positions, listen to ach other with the aim of reaching an

understanding. By this each dispute will essentially be attempting to change the behavior of the

other, to straighten up the conditions bringing about the conflict such as perceptions or the

incompatible goals or he should be attempting to change his own behavior. It is advisable that the

parties should indicate intent of their behaviors, take responsibility and hold a discussion on the

opposing views. Their focus in their discussion would be on what they have achieved with the

conflict in place as opposed to what they can achieve if they worked together and this fosters

“openness, integrity and justice” (Wall & Callister, 1995).

While this approach may be successful in bringing the parties together it should be

realized however that there are other outcomes that may be witnessed in an attempt for both

disputants to resolve this case. They can both make efforts to tolerate the conflict and let it run its

course. They can also attempt in a trial and error approach to resolve the dispute, by trying

different approaches. Either way while this approach may not give big rewards, it may foster an

environment where the parties reevaluate their goals resulting to reduction in conflict which

usually comes in with such feelings as contentment, fairness, face saving and revenge. However

if this method fails it may necessitate the involvement of third parties. Several issues need to be

addressed between Ronnie and Justin

Power: Ronnie and Justin need to come out clearly to each other how they perceive the power
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issue in the company. It is important that each member states his goals in the organization and

they try to reach an agreement on this.

Conflict coaching

Conflict coaching can be applied in this case as the alternative case. Conflict coaching is

a process of conflict resolution that involves where one disputant and a dispute resolution expert.

Jack being the lead of the company can engage a conflict coach in an attempt to settle this

dispute. Ronnie seems to be the individual attributed to most of the conflict in the organization

and thus the focus with this method will be directed to him. This expert will approach Ronnie

and apply several steps as recommended by Brinket (2006) conflict coaching model.

First the coach will approach Ronnie and engage him in a conversation in which he will aim to

listen to Ronnie’s story and the setting. In this process he needs to highlight to Ronnie that there

is really a problem in the organization and there is need to get to the bottom of it. He will explain

the process to Ronnie and seek Ronnie consent on his acceptance to undergo the process. The

coach will then listen to Ronnie’s story in his own words and try to establish Ronnie’s feeling

towards this conflict. This stage will aim at establishing baseline information from the disputant.

The second stage will involve the coach presenting different views to Ronnie about the

conflict situation (Brinket, 2006). He might highlight such views that may be Justin is not so

much interested in being the overall boss of the company and that his intentions are only for the

welfare of the company. He will attempt to portray the picture that the well being of the company

is for the good of everyone and present the views of how the company might function better if

everybody was getting along. This stage will be aimed at getting Ronnie a richer view of the

conflict situation.

The third stage will involve the coach giving Ronnie a chance to appraise his story after
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the views that have been explained previously. The coach will highlight and assist Ronnie to

imagine a successful strategy for resolving the conflict.

The fourth stage will involve giving Ronnie a chance to “live the story” (Brinket, 2006

p523). It will involve the coach and Ronnie working together to indentify particular

communication skills and conflict management strategies and their selection and affirmation.

This stage will highlight the alternative approaches and conflict styles.

The last stage will involve story review and taking direction in the dispute. The coach

will take Ronnie through the process by starting with a clarification of Ronnie’s original conflict

story, then a presentation of the different perspectives that had been presented and the success

story. The requirements for the success story are highlighted and then incases where he might

want to reconsider his strategy, Ronnie will be allowed to make adjustments.

The role of third parties

In the case that the above strategy fails, third parties can be called upon to assist in the

resolution of the dispute. Third parties usually take a trial and error approach where they try

different methods. In the process a harmonization of individual’s goals, a feeling of fairness and

effectiveness and the potential for extended stability is achieved. The various experiences from

the external parties, the difference in cultures both organizational and social, the forms of

conflict all contribute to the various experiences brought to the table (Wall & Callister, 1999).

Mediation

If the parties attempt to solve the solution on their own and fail, mediation might be the

next best option. Jack might involve an external mediator who might attempt to sort out the

conflict between the two parties. Mediation involves a mediator who will use a set of techniques

in an attempt to solve the conflict. The mediator taken aboard will use techniques such as
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substantive pressing to change for example Ronnie’s handstand on the power issued or

substantive suggesting nudging either of the participants to a different position. While mediation

might not work however, there are certain positive attributes to it. It might improve interaction

between Ronnie and Justin thus improving their relationship (Wilmot & Hocker, 2007). It would

foster the communication between the two parties, reduce the tension and stress for both parties

and provide useful tools that might be incorporated into a future dispute resolution system. The

two parties are likely to be satisfied with the process as they feel they maintained control and all

aspects were considered in the conflict resolution. Chances for success of this method are quite

high.

Issues to be addressed in either/both disputant’s efforts and mediation

Conflict and Power imbalance

In a situation where an individual possesses power in the organization and fully exercises

to an extent where he makes other feel demeaned, this has the effect of reducing the drive in the

individuals where they feel frustrated regarding their status. Wilmot and Hocker (2007) argue

that this feeling of loss of power in individuals can make individuals feel alienated from the

organization and a feeling of frustration with the organization and the leaders. In extreme cases

this could lead to unethical practice and even acts of violence.

Leaders who possess this power should learn to exercise restraint in its exercise within

the organization. In a company leaders should not only afford the other members of staff to gain

power while warranted but they should also let them make decisions in their areas and encourage

them to take active roles as team players in the management groups. This has an effect of

presenting a power balanced organization fostering team spirit and the feeling of self esteem and

that ones contribution is important.

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Conflict and goals

Wilmot and Hocker (2007) argue that individual’s perception of incompatible goals forms

the basis of most of the conflicts within an organization. When an organization is in harmony,

individuals have or assume they have the same goal. But when conflict occurs in the

organization, the different goals that each individual in the organization exhibits are brought to

light and an individual may view another as standing in the way of his/her goal achievement. In

resolving such a conflict it is important that when the individuals in conflict find a common

ground and set off on the same footing.

A CONFLICT RESOLUTION SYSTEM

A conflict resolution system in place can be an effective tool in resolving future disputes in

Customs Car. Cheung and Yeung (1998) attest to this effectiveness in the study carried out on the

Dispute Resolution Advisor (DRAd) for the Government of Hongkong which resulted showed

the effectiveness of a well designed dispute system. CDR (2001) defines a systems approach to

conflict resolution as one that;

“ involves seeing a problem or a conflict as a system or part of a system, and designing

and developing organized systemic approaches, as opposed to a one time problem solving

or dispute resolution initiative, to address it.” (p2).

The proposed conflict resolution will borrow heavily from the CDR (2001) which recommends a

systems approach. The system should be create value by utilizing resources, it should act in

whole, it should interact with the environment, it should result to a transformation, parts should

interact with each other and it should have a feedback mechanism to enable adaptation to the

environment (See Fig. 2 in the appendices).

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Wilmot and Hocker (2007) have indentified various approaches to conflict resolution:

The power based approach involves such methods as strikes, violence, direct voting. It involves a

consideration of powers of both parties and the outcomes are based on each party’s strength. The

approach is however costly, other consequences may arise and the results are highly

unpredictable. The rights based approach may involve such aspects as courts and arbitration and

the decision is made as per rules, statutes and contracts. In this approach a third party makes the

decision and the results might either be wrong or right. The interest based approach involves

assisted procedures such as conciliation and mediation or unassisted procedures such as

negotiation and collaboration. The approach focuses on the interests of the parties and generates

customized solutions.

Various principles should be applied while coming up with a conflict resolution system.

The system should consider the Customs Car as a system which enables a fuller understanding of

the necessary interventions. The different parts of the system; the management, the staff all work

together and therefore a solution should aim at identifying a particular problem to be resolved

and all this with the view of how it will affect the organization.

A system operates at equilibrium and will generally resist change. In order to effectively

introduce change in a system there has to be a source of motivation, a drive and the designer

should consider how the culture of the system can be utilized to effect the change. There needs to

be a constant energy input into the system and as (CDR, 2001) argues, this energy may take the

form of conflict properly managed. It is important to note that an area that a conflict is

manifested or erupts may not be the source and might have emanated from another area.

The basic approach should be interest based and should be focused on maximization of

dispute resolution by seeking to meet the interests of the parties involved (Sportsman &
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Hamilton, 2007). The measures should aim at addressing the legitimate interests of the parties

and all this within their rights framework.

The system should have provisions for rights based approach incase the interests based

approach does not work (see Fig. 1 in the appendices). These rights based approach should

however continue to take the interests of the parties in to consideration and should strive to

ensure relationships are maintained and resources are preserved.

A dispute resolution system should empower the parties and give priority for a

framework that allow the affected parties to resolve the dispute between themselves through

negotiation, sometimes with the assistance of a third party. This would foster integrative

approach and enable the parties to come together avoiding the stigma and negative efforts of a

dispute resolution.

The system and the procedures should have provision for the parties to fall back to a

more collaborative process. This is based on the fact that circumstances and emotions may

improve with time.

The system should be in harmony with the organizations culture and preferably most of

the principles should emanate from the organization. The hierarchically imposed system is not

recommended. It is important that leadership and backing for change is provided by the

management although this may not be enough and it is important that the system reflects the

culture of the organization. Key participant should be involved and the principles of problem

solving included.

The system should be designed recognizing that conflicts are unique and the approach for

each conflict resolution should also be unique. The system should therefore have in place an

evaluation criterion which determines the disputes that should be handled by the system.
 Conflict management at Customs Car 17

It should be noted that collaborative decisions, measures to resolve disputes all require to be

maintained, to have constant feedback, to be continuously evaluated and nurturing (CDR, 2001).

While attempts can be made to come up with a system that is comprehensive, it is not possible to

introduce such a system in one go. The system should therefore be refined with the various

experiences so that it can meet the needs of the organization (Jehn & Bendersky, 2003).

Likely failures in the dispute resolution system

There are likely pitfalls that the conflict consultant should consider while designing the conflict

resolution system. It is important that the consultant designing the system is aware of these

possible failures so he can take necessary measures. The failure of the dispute resolution system

can occur while it’s first launch or can occur way into its operations. Possible sources of system

failure include;

Coming up with a system that resolves only one dispute is short-sighted and

uneconomical. This has the intrinsic problem that conflicts are unique and therefore the system

should preferably be suited to handle varying disputes that arise with time (CDR, 2001). When

designing and implementing the dispute resolution system therefore Customs Car should ensure

that the system is more encompassing and comprehensive to avoid this failure.

Designing a system that is bounded by too much bureaucracy and thus discourages access

may lender it redundant. Building a system that is not supported in the organization. In designing

a system it is important to consult widely involving both the powerful and the less powerful in

the organization (CDR, 2001). This will enable a rich resource and a more acceptable system

which will encourage individuals to seek it services when there is a dispute.

Designing a system that does not take into consideration the differing characteristics of

the people in the intended organization beats the purpose of the system. Failing to take into
 Conflict management at Customs Car 18

account the cultural, gender, language, religion would leave out some people (CDR, 2001). The

system should be comprehensive and should attempt to include the varying needs of all

individuals in the organization.

Designing a system of dispute resolution that does not have prevention is a misguided

approach. This may result to a tendency of bringing cases that could have been prevented from

happening and in the process overloading the system (CDR, 2001). The system should be

designed in such a way that it attempts to prevent disputes from occurring unnecessarily in the

first place.

Designing a system that is suited for a single type of dispute is highlighted as one of the

common pitfalls in a dispute resolution system. This will result to people attempting to adjust

disputes to fit into the existing system and this may not effectively resolve the dispute (CDR,

2001). To avoid this pitfall, the dispute system should be designed in such a way that it can

handle different types of disputes within the organization. Despite the fact that it cannot possibly

cover all types of disputes, the system should nevertheless include provisions for all dispute

cases that can reasonably be foreseeable.

Designing a dispute resolution system that is expensive in financial, social and emotional

aspects is another possible weakness in a system. Maher (1999) points out that a conflict

resolution system should is aimed at reducing costs not just in dollar terms but also in terms of

transactions, opportunity costs, satisfaction that the outcomes are fair, impact of relationships

and durability in terms of avoiding recurrence.

CONCLUSION

Customs Car is faced by a case of conflict that affects the relationships between the

various shareholders. While Ronnie is the Jack’s son and he feels that he wields more power and
 Conflict management at Customs Car 19

is willing to exercise it, Justin is the proficient son-in-law who has been with the company for

fifteen years. The most prominent is the conflict for power between Ronnie and Justin where

Ronnie where both share same goals and where Ronnie feels Ronnie will achieve this at his

expense. Also Ronnie seems to be an abrasive character where we find him in conflict with the

other members of management team and even his juniors. His conflict even reaches his father

where despite his giving him advice on how to manage people, Ronnie holds a different

approach.

The conflict in customs car is threatening to tear the company apart with the reported

profits in the south side Store under Ronnie and the alert call from one of the employees that all

is not well and therefore this call for conflict resolution.

This paper recommends three steps that this conflict resolution can take, progressively if

one does not work moving to the other. The first step to resolving this dispute should be an

attempt for Ronnie and Justin to attempt to resolve their differences through a round table

meeting. Jack’s role in this process is vital as he has to facilitate the meeting s and the conditions

necessary. If this does not work, a conflict coach primarily dealing with Ronnie should be

engaged. Eventually, if this still does not work, a mediator should be brought in to assist them to

resolve this issue. We further recommend that for the reason that conflicts in the Customs Car

will always occur, steps should be taken to put in place a conflict resolution system that provides

a channel for conflict resolution in future and have highlighted basic principles that should guide

the design for this system.

 Conflict management at Customs Car 20

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Wilmot, W. W., & Hocker, J. L. (2007). Interpersonal conflict (7th ed.). McGraw Hill: Boston.
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Appendices

Figure 1: The three stages of conflict resolution

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Source: CDR Associates (2001). Developing and sustaining Conflict Management Systems as

Instruments of Governance. USA. United Nations Department of Economic and Social Affairs

Fig 2: Elements of a conflict resolution system

 Conflict management at Customs Car 24

Source: CDR Associates (2001). Developing and sustaining Conflict Management Systems as

Instruments of Governance. USA. United Nations Department of Economic and Social Affairs