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Workplace Conflict Resolution

Student’s Name

Institutional Affiliation

Course Code and Name

Professor’s Name

Due Date
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Workplace Conflict Resolution

Introduction

Conflict is and has always been a component of human enterprise (Kirstie, 2013).

Workplace conflict is caused due to the actual or perceived conflicts which involve needs,

values, and interests among coworkers ("Karthikeyan, 2017). Conflict management has a

significant influence on the performance of employees. Conflict resolution strategies moderate

the link between task conflict and performance ("Nino, 2021). Workplace conflict leads to work

disruptions, decreased productivity, project failure, absence, and workers' termination. Hence,

workplace conflict resolution is necessary. The resolution of Conflict at the workplace enhances

the worker's performance and creates an effective relationship between workers and

management. Workplace conflict resolution assists in generating new ideas, addressing ongoing

problems, allows individuals and teams to broaden their talents, and stimulates creativity. The

report aims to evaluate the reasons for conflicts, find out the approaches to resolving the

conflicts, and the association between conflict resolution and organizational performance

between the ColdFusion HR Manager Alex and Union Official Taylor. The report's structure will

introduce the report, which will cover the aim, structure, and critical points discussed, and the

body of the report, which will show the conflict analysis, resolution methods used to resolve

conflicts, and conclusion derived from the findings.

The report will discuss the Conflict raised between ColdFusion and its employee's union,

the General Workers, to introduce a productivity reward scheme. The information will highlight

the three issues faced by the company's management introducing a reward scheme, including the

size of the reward, reward period, and distribution of compensation. The report will also

highlight the employees' concerns regarding the reward scheme. Additionally, the information
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will provide a role and plan and the application of the negotiation process considering the cost

and benefits to both parties. The report will also present an alternative approach to the resolution

process to offer a more satisfactory outcome that will benefit both parties.

Application of the Negotiation Process in the Case

Whatever may be the process for negotiation, we follow two approaches, that is, the

distributive approach and the integrative approach. Distributive approach is a win-lose or a zero-

sum game approach, while the integrative approach is a collaborative approach, where both the

negotiating parties try to expand the outcomes of their decisions by sharing the benefits. The

distributive negotiation approach is taken in those cases where negotiating parties intend to settle

their differences with mutually exclusive goals. Hence, both parties intend to withhold as much

information as possible and try to obtain maximum information from each other.

Hence, in distributive negotiation, it often becomes difficult to take an informed decision,

as the agreement is reached between the parties without adequate information backup. In

contrast, in integrative negotiation, the goals of the negotiating parties are not mutually

exclusive. Hence, neither of the negotiating parties gains at the expense of the other. Both the

negotiating parties work together to optimize the resources in the best possible manner, so as to

gain mutual benefit. In substantive negotiation, we always try to gain tangible benefits, while in

integrative negotiation we try to gain both tangible and intrinsic satisfaction. Hence, in

integrative negotiation, the negotiating parties adopt a supportive attitude and empathy and take

informed decisions.

Negotiation in organizations, as has previously been presented, includes cooperation between

two clashing gatherings to arrive at an answer adequate to both the gatherings. Hence, successful
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exchange plans to determine clashing circumstances, striking a mutually advantageous

arrangement (satisfactory to both the clashing gatherings).

Contingent upon the circumstance, styles of exchange might vary. For a fruitful discussion,

administrators need to get ready ahead of time. In any case, they should figure out the size of the

conflict. On the off chance that the conflict is a significant one, careful arrangement is essential,

utilizing ideally a worksheet. For minor conflicts, such arrangements may not be important, as it

might end up being manipulative. It is significant for both the arranging gatherings to feel good,

withdrawing themselves from the close to home sentiments. Directors at the Outset, attempt to

thaw, to guarantee that the arranging bunch of individuals feel quiet to break the gridlock. The

whole discussion ought to be directed to such an extent that each focuses on the issues

distinctions and consents to the line of arrangement.

An alternative approach to Negotiation

The best option in contrast to negotiated agreements (BATNA) is the game-plan that a

party participating in the negotiation will take assuming discussions come up short, and no

arrangement can be reached. Gatherings might fit BATNAs to any circumstance that calls for

negotiation, going from conversations of a compensation climb to settling more intricate

circumstances like unions. BATNAs are crucial to discussion on the grounds that a party cannot

arrive at an expected conclusion about whether to acknowledge an arrangement except if they

figure out their other options. While a BATNA may not generally be difficult to distinguish, it is

the best option available. Negotiation is more than deciding a progression of options.

Understanding the subtleties of discussion strategies can assist with working on proficient

connections by settling troublesome debates. Understanding exchange can likewise assist you

with assessing individual qualities and shortcomings notwithstanding struggle and figuring out
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how to deal with your bartering propensities. At long last, concentrating on the normal and

possibly manipulative discussion strategies utilized by certain individuals can assist moderators

with killing their belongings. To arrive at the most ideal result, it is essential to do however much

planning as could reasonably be expected prior to going into exchanges. This implies not just the

individual setting up areas of strength for an ahead of time, you ought to likewise examination

into the BATNAs accessible to the contradicting party. Alternately, you ought to anticipate that

the other party should do the equivalent don't let the opposite side endeavor to minimize your

BATNA.

Concerns of the workers regarding the reward scheme

In this reward scheme, employees are concerned about biased favoritism. Favoritism

exists in many organizations. The harmful effects of bias on efficiency and productivity levels

have been widely acknowledged just like in this case where Alex is negotiating with Taylor.

Taylor is concerned that there shall be biased favoritism regarding this reward scheme to

employees. The union is opposed to the fact that measuring the performance of the individual by

managers can result in some kind of bias on some managers when they are determining their pay

(De Waal & Jansen, 2013). This can raise the issue of biases because some managers can reward

their favorite or preferred workers and leave other productive ones.

Additionally, the union also fears that if different pay elements are based on individual

performance, then, over time, all the workers’ pay will be performance-based, a thing that is not

acceptable. One simple factor is that some employers or managers could have intrinsic

preference over other employees. This way, they can derive utility from biasness. Even though

the altruistic aim for favoritism may be relevant in various firms where the appraiser or the
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supervisor is not the residual claimant, it does not harm when the employer or the manager is the

residual claimant of the firm that endeavors to take advantage of its benefits.

Another concern that the union has is that the performance reports of the employees will

go through the hands of the managers, a thing they do not want. They believe that the reports can

be biased, thus affecting the productivity of good performers and demotivating the employees in

the long run (De Waal & Jansen, 2013). The other concern that the employees have is that the

reward scheme should be based on the company's overall performance by basing on the profit

margin that the company has made. This must be done at the end of each financial year. The

employees require that the reward schemes should not be individual but they should be taken

into consideration as a whole.

An alternative approach to Resolution Process

Once an efficient system has been established for evaluating and monitoring the

performance of employees, the rewards should be tied to the organizational goals. Alternatively,

the two groups need to use or take surveys. Surveys are an excellent way for team members to

provide specific and detailed feedback on areas of rewards and other ideas. Alex and Taylor can

use surveys so that they can get the detailed information regarding what everyone thinks.

The other alternative action that Alex and Taylor can take is design or implements another

reasonable system (Katz & Flynn, 2013). A sound reward system or program involves a proper

understanding of facts. They should choose the rewards that motivate and keep workers while

staying within their budgets.

Ideally, the system they both choose must be long-term and contain rewards for meeting

milestones. They will also need to consider whether they would like to provide individual or

group rewards. When establishing the program, they must ensure that they set attainable
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objectives and that their rewards appeal to employees to remain motivated (Katz & Flynn, 2013).

They must ensure they have an approved budget so that they regularly reward employees when

they exceed the expectations.

Another course of action that the two factions can take is to inform both team members

and ask for feedback. The new rewards system must be informed to the workers. Additionally,

they must detail the time for implementing the reward system and different milestones that the

workers must meet to earn rewards (Katz & Flynn, 2013). After this system has been designed,

they can ask for feedback regarding the rewards and the program as it exists to make any

important or needed changes.

Conclusions

While the discussion intends to focus on the conflicts, the general purpose of compromise

is to show up at an understanding. All discussions to the contention ought to leave the gathering

feeling good instead of pessimistic. They must begin by figuring out some mutual interest. There

will, without a doubt be occurrences where the two conflicting parties can agree on an issue or

connect with one another's perspective. Assuming the Conflict is on the means, the two

gatherings could settle in the end. By empowering the clashing gatherings to search for a shared

view, they will empower them to build a relationship rather than obliterating it. That assists them

with building trust and science, which further develops how well they work with one another.

Therefore, this report has explained the reasons for Conflict at the workplace, resolution methods

to resolve conflict, and discussed the Conflict raised between ColdFusion and its employee

union. Additionally, the report has discussed, among other things, the concerns of the workers

regarding the reward scheme and the three issues faced by the company. Lastly, the report aimed
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to present an alternative approach to the resolution process to provide a more satisfactory

outcome that can benefit both parties.

The other contentious issue between the two factions, Alex and Taylor, is whether

bonuses should be paid to the employees yearly or quarterly. One problem regarding annual

bonuses is that they would have lost sight of a lot that was accomplished throughout the year by

the time it is paid to the employees. The result is that the bonus is generally based upon the

productivity or performance of the employee for the latter part of that year and not the whole

period of evaluation. Usually, significant achievements will not be recognized since they were

completed earlier during the year (Lim & Yazdanifard, 2012). These inadequacies decrease the

bonus's motivational effect for the earlier part of the year.

Additionally, annual bonuses do not augur well with the rapidly changing world where

everyone works. The contemporary environment necessitates the significant desire for business

and other linked priorities and goals to change during a typical year. The intolerant standard for

bonus criteria is usually exacerbated because it is widespread for workers to have different

managers during the year.

Therefore, the annual bonus does a poor job of acknowledging the importance of

priorities earlier in the year. It will be better for employees to be awarded quarterly bonuses as

suggested by Taylor in the long run. Every worker should get an equal and fair opportunity to

perform their best. Additionally, there should not be any biases or favoritism played by the

managers who will monitor the production workers' productivity (Lim & Yazdanifard, 2012).

The reports of every worker should be cross verified and available so the workers can see them

as well. This will create transparency and trust between the management and the production

workers. The company should provide the rewards based on the overall production quarterly. So,
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the quarterly rewards could play the role of constant motivation for the workers. In addition, the

rewards should be according to the choice of the workers.

Observation Sheet

Topic HR Alex Remarks

Could explain Fair explanation of Excellent explanation Good negotiators

concepts and theories the theories and of the concepts

that underpin the concept

negotiation process

Could apply conflict Performed better Good at identifying Both have good

resolution skills to the and has good the problem and resolution skills to

resolution of resolution skills finding answers find workplace

workplace problems problems

Could critically Fairly did well at Performed better The HR manager

evaluate a dispute evaluating a dispute when considering a needs improvement

settlement process
settlement process dispute regarding the

settlement process

Could identify Able to identify Could not properly Need to improve on

opportunities to opportunities in identify opportunities identifying

improve the process place in place opportunities

Participated as an Participated well Participated well with They both understand

effective team with team members team members the importance of

member participation
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Reflection

During this course, I have learned a lot about negotiating. We learned about almost every

negotiating technique there is. We learned about cross-cultural negotiations, body language, Best

Alternative To a Negotiated Agreement (BATNA), variables in negotiating, and many more.

Before this course, I did not know that much about negotiating. I thought that negotiating was

just about trading or convincing someone to give you what you want and you did not care about

the other side, resulting in a win-lose. I now know that negotiating is about getting what you

want, but also giving the other side what they want as well to result in a win-win. This paper is

about how I am going to improve my negotiating skills over the next six months. In order for me

to improve my negotiating skills, I believe I need to improve the following skills- my body

language, communication, planning, and my interpersonal communications. By improving those

skills, I can become an effective negotiator.

To negotiate effectively I need to use the proper body language during a negotiation. I

never really thought of body language in negotiating before this course. In preparing for

negotiation, the key is to identify the other person's potential sources of power, which can come

from knowledge, competition, performance and reputation” (Braff 1996). Reputation of a

negotiator is significant; it remains one of the most under researched aspects of the negotiation

process. This may be due to the tendency for most negotiation research to be conducted in

controlled environment or laboratory settings which bring strangers together to negotiate and it is

assumed that the parties do not know each other and so bring no reputation to the transaction.

Reputation is important in negotiation because it helps the other party predict moves of
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opponent. The concept of trust can play a critical role in the success of a negotiation. If a

negotiator has a reputation of being trustworthy, it allows opponents to believe that the

negotiator will act in accordance to past performances. Large number of researches shows that

reputation has a positive effect on the outcome of negotiation.

I've learned a lot about negotiating during this training. Almost every negotiation strategy

was taught to us. We studied about cross-cultural negotiations, body language, BATNA (Best

Alternative To a Negotiated Agreement), negotiating variables, and many other topics. I didn't

know anything about negotiation before this training. I used to believe that negotiation was all

about trading or persuading someone to give you what you want while ignoring the opposing

side, resulting in a win-lose situation. I now understand that negotiation is about achieving what

you want while also giving the other party what they want to achieve a win-win situation. This

article outlines how I plan to enhance my bargaining abilities over the following six months. I

believe I need to enhance my body language, communication, planning, and interpersonal

communications abilities in order to improve my bargaining skills. I can become a more

effective negotiator by honing such talents. I need to employ appropriate body language during a

negotiation in order to negotiate well. Before this seminar, I had never considered the importance

of body language in negotiations.

The key to negotiating well is to recognize the other party's possible sources of power,

which can include information, competitiveness, performance, and reputation" (Braff 1996). A

negotiator's reputation is important; it is one of the most understudied parts of the negotiation

process. This could be because most negotiation study is done in a controlled environment or

laboratory setting, when strangers are brought together to negotiate, and it is thought that the

parties do not know each other and so bring no reputation to the transaction. In negotiations,
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reputation is crucial since it allows the opposite party to anticipate the opponent's tactics. The

concept of trust can be extremely important in a negotiation's success. If a negotiator has a

reputation for being trustworthy, opponents can trust that he or she would behave in accordance

with previous results. A large number of studies suggest that reputation has a favorable impact

on negotiation outcomes.
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References

Darmawan, A. H., & Azizah, S. (2020, January). Resistance to change: Causes and strategies as

an organizational challenge. In 5th ASEAN Conference on Psychology, Counselling, and

Humanities (ACPCH 2019) (pp. 49-53). Atlantis Press.

De Waal, A., & Jansen, P. (2013, April). The bonus as hygiene factor: the role of reward systems

in high-performance organizations. In Evidence-Based HRM: A Global Forum for

Empirical Scholarship. Emerald Group Publishing Limited.

Ellis, P., & Abbott, J. (2020). Managing Conflict in the workplace: reducing and managing it.

Journal of Kidney Care, 5(3), 140-143.

Gatlin, J., Wysocki, A., & Kepner, K. (2002). Understanding Conflict in the Workplace:

HR024/HR024, 7/2002. EDIS, 2002(2).

Katz, N. H., & Flynn, L. T. (2013). Understanding conflict management systems and strategies

in the workplace: A pilot study. Conflict Resolution Quarterly, 30(4), 393-410.

Lee, D. J., & Ahn, J. H. (2007). Reward systems for intra-organizational knowledge

sharing. European Journal of Operational Research, 180(2), 938-956.

Lim, J. H., & Yazdanifard, R. (2012). The difference of conflict management styles and conflict

resolution in the workplace. Business & Entrepreneurship Journal, 1(1).

Masters, M. F., & Albright, R. R. (2002). The complete guide to conflict resolution in the

workplace. Amacom Books.

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References