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Conflict Resolution
[Student Name]

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Introduction
This essay aims to provide information about what can be done by people management to
resolve conflicts in the workplace. It will also assess in critically evaluate theoretical and empirical
research on people management literature. Conflict resolution is the phenomenon of resolving an
issue between two or more parties, on the other hand, conflicts can occur between coworkers,
teammates, employees, and employers. Conflicts are considered a good indicator of the nature of
the employment relationship, and low levels of conflicts may not indicate an organisation 'healthy'.
Conflict resolution involves finding the cause of the dispute, understanding different perspectives,
and discovering solutions acceptable to both parties. A poorly handled conflict may lead to loss of
time and money, while conflict resolution can help improve employee relationships and
performance. Active listening, strong communication, and collaboration can play a key part in
conflict resolution. Conflict resolution is important to build relationships among coworkers,
enhance commitment, and achieve goals for the betterment of an organisation. Conflict resolution
can lead to better leadership skills, incredible creativity, and problem-solving abilities. Conflict
resolution also creates employee satisfaction, innovation, and creativity in an organisation.

The overall aim of this study is to provide perspectives on people management to become
more effective in the workplace and find ways to resolve conflicts in a workplace by analyzing
examples, challenges, and employee development and will explore theoretical perspectives about
conflict resolution. It will also highlight that conflict resolution efforts are essential for creating a
positive work environment, enhancing productivity, and achieving long-term success.

Understanding Conflict
Conflict is a dispute or disagreement between two or more parties, and can caused by
unequal power, employee opposition to management policies and procedures, perceptions of
injustice, inconsistent treatment from management, and lack of trust (Bingham, 2016). These types
of conflicts usually arise in a workplace: leadership conflict involves disputes against the leader's
authority, strategy, or decision-making power, and it can negatively impact on morale,
productivity, and success of the team. Workstyle conflict happens when employees have different
perspectives about working procedures, these types of conflicts can result in workplace harassment
or burnout. Creative conflicts occur when two team members have different ideas or goals, which

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can lead to poor relationships among team members. Task-based conflicts happen when tasks are
not completed, they lead to disagreements.

The causes of workplace conflicts include resistance to change, unclear job expectations,
poor communication, differences in personality, and poor work habits among the employees.
These conflicts can be avoided by finding ways to reach an agreement, discussing expectations
before starting work, improving communication by having team meetings, understanding and
appreciating different personalities and working styles, and improving the quality of work to
reduce any workplace conflict. Unresolved conflicts can impact an organisation's performance by
disrupting workflow hindering decision-making processes and affecting the organisation's ability
to meet its goals and objectives. In addition, unresolved conflicts can have a bad impact on
employee well-being by creating emotional distress, job dissatisfaction, and low morale.

Theoretical Perspectives on Conflict Resolution

Traditionally conflicts were not resolved by addressing the underlying issues of all parties
involved, they were either put in a competition in which whoever wins is correct and the other is
wrong. Another approach was both have to compromise on a middle ground, which partially
satisfies everyone's interest but neither party achieves their desired outcome. Modern approaches
consist of collaborative problem-solving in which parties work together to explore primary
interests, and mediation involves the interference of a neutral third party which facilitates
communication and negotiation among conflicting parties.

In their book "Getting to Yes," Roger Fisher and William Ury established Interest-Based
Negotiation (IBN) theory, one of the two theoretical frameworks that are frequently employed in
conflict resolution. IBN concentrates on determining and attending to the main needs and interests
of all parties concerned. Important ideas include keeping people away from problems, creating
win-win situations, and evaluating solutions using impartial standards. IBN seeks to establish win-
win scenarios in which each side feels as though their requirements have been met. Another
theoretical framework called the transformative mediation approach was created by Joseph Folger
and Robert A. Baruch Bush with the intention of changing the conflict's dynamics from destructive
to constructive so that the parties involved might improve their capacity to resolve disputes in the

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future. The main objectives of transformative mediation are to support self-determination by

identifying and respecting one another's needs.

Empirical Research on Conflict Resolution

According to Alper, Tjosvold, and Law (2000), implementation of strategies to limit the
negative characteristics of conflicts and enhance the positive characteristics of a conflict. The
identified strategies are as follows, Accommodation strategy is giving an individual what he wants,
it occurs when one of the conflicting parties wants to keep the peace with the other. Avoiding
strategy seeks to put off the conflict, the avoider hopes that the problem will resolve itself without
dealing with it, avoidance strategy is often applied by the individual who holds a position of low
power. Collaborating finds creative solutions that are acceptable to everyone. Compromising
strategy calls to give up elements of both parties to establish an acceptable solution. A study by
(Al Maqbali, et al., 2016) explores that conflict management styles utilized by nurse managers in
the Sultanate of Oman suggest that integrating a collaborative style resulted in effective conflict
resolution outcomes. Another study by (Stemlar and Friedman, 2016) examined the impact of
training in strategic conflict management methods on conflict resolution effectiveness which
indicates that employees who received training in conflict management strategies had greater
confidence in their ability to handle workplace conflicts. These studies gave insights into resolving
conflicts by considering factors of leadership, emotional intelligence, and training interventions in
promoting positive outcomes.

A conflict arose once between Google's engineering and sales teams. The company's
leadership resolved the issue by preserving a pleasant and effective work environment. They
employed several tactics, such as arranging meetings to facilitate communication and cooperation
and encouraging team members to constructively voice their opinions and concerns. These actions
were sufficient to end the dispute. Conflict resolutions often face challenges like resistance to
change, lack of training and skills, cultural differences, power imbalance, and poor leadership,
which can cause hindrances in resolving conflicts, and unresolved conflicts negatively affect an
organisation's performance.

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Role of Leadership in Conflict Resolution

The leader plays a pivotal role in creating a pleasant environment for conflict resolution,
he sets the tone and culture within an organisation, leader can make conflicts an opportunity for
growth, effective leaders ease the communication between conflicting parties, providing them
opportunities to express their concerns and interests, leader supports the individuals to navigate
constructive solutions. A leader aligns strategies for resolving a conflict with the organisation's
values and mission. Overall leadership is essential for promoting constructive conflict resolution
by strengthening relationships and innovating organisation's goals.

Organisational Culture and Conflict Management

Organisational culture plays an important role in determining why conflicts arise and how
they are managed within a company. The most important factor of organizational culture is a way
of communication, secrecy and discouragement in communication are more likely to promote
conflicts. Another factor is the organisation's hierarchy, if lower-level employees feel powerless
in sharing their concerns it can raise conflicts, a culture that promotes shared decision-making can
balance the relationship between higher and lower-level employees. Trust and respect between
employees are also a key factor in promoting open communication and cooperation, reducing the
likelihood of conflict arising. A culture that avoids conflicts may struggle to address the issues
within the organisation and lead to poor progress of the company. Transparent communication,
inclusive decision-making, active listening, and promoting teamwork are the strategies to develop
a culture of open communication and collaboration.

Policies and procedures of HR in conflict resolution play a crucial role in fair, consistent,
and effective conflict resolution within an organisation. HR should provide conflict resolution
training that can empower them to manage conflicts constructively. Alternative dispute resolution
(ADR) is another strategy HR can implement to resolve conflicts impartially and confidentially.
There are different types of ADR such as Arbitration (a neutral third party hears both sides of the
case and makes a final decision). Conciliation (neutral third party is used as a ‘go-between’ to pass
relevant information until direct communication can be re-established). Mediation (independent,
trained third party guides the discussions so the two parties find and agree on their solution).
Negotiation (the process of bargaining used often when trade union involvement is present). HR

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should monitor the conflict resolution process and evaluate the effectiveness of policies and
procedures regularly to ensure that conflict resolution approaches are responsive and aligned with
the organisation's goals. HR departments contribute to creating a supportive and conducive
environment for managing conflicts constructively and promoting positive workplace
relationships.

Case Studies and Examples

Zeigler (2021) determines that in 2018 Netflix CEO Reed Hastings discussed that Netflix
faced a conflict related to cultural differences and diversity in its workplace. The company
addressed this conflict by implementing diversity training programs, creating employee resource
groups, and promoting open dialogue about diversity and inclusion. These efforts resulted in
improved understanding and acceptance of cultural differences among employees and established
a more inclusive work environment. Other organizations can learn from Netflix's approach of
embracing diversity, promoting open dialogue, and investing in training programs can help
organizations manage conflicts related to cultural differences effectively.

Another case of an online retail company Zappos is addressed by Eremina (2017) in her
master’s thesis, Zappos implemented Holacracy, a self-management organizational system, to
address conflicts related to hierarchical structures and decision-making processes. Holacracy
system allows employees to take possession of their responsibilities and collaborate in decision
making. Companies can consider implementing holacracy to introduce self-management in
employees, it helps employees to collaborate in decision-making, this strategy can resolve
hierarchical conflicts

Challenges and Future Directions

Numerous challenges have been created in modern workplace due to the shift on virtual
work environment. The individual cannot express themselves through nonverbal signs and it can
create misunderstandings and raise conflicts. Another challenge organisations are facing is to
address diversity and inclusion issues, they should ensure fair process in resolution and get rid of
discrimination in sensitive situations. Globalization is another challenge which companies are
dealing nowadays because they have to deal with problems related to cultural, customs and values.

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Furthermore, particular approaches are required for the successful settlement of technologically-
related disputes, such as those relating to digital communication and cybersecurity.

In order to tackle these challenges, conflict resolution techniques can be focused on a

number of important areas in future research and advancements. Other areas of interest could be
technology-enabled conflict resolution tools, innovative techniques for resolving disputes across
cultural differences, and alternative dispute resolution (ADR) procedures. Organisations must
proactively enhance their dispute resolution processes in light of these challenges and current
developments. This means providing financing for training and development programs that place
an emphasis on managers' and employees' emotional intelligence, communication skills, conflict
resolution techniques, and cultural competency. Creating an atmosphere at work where open
communication, honesty, and integrity are valued encourages employees to voice their concerns
and seek out support for resolving conflicts in a constructive manner. Organisations can also
improve their ability to resolve conflicts by implementing inclusive policies, utilizing technology
tools and platforms, and engaging outside mediators or conflict resolution experts. Organisations
can improve their ability to settle disputes and create a work environment that values respect,
cooperation, and trust by putting proactive strategies into place, investigating new research
directions, and responding quickly to issues that arise.

Conclusion
In conclusion, conflict resolution holds great significance in the company's growth and in
maintaining healthy relationships among employees. This essay discussed various aspects of
conflict resolution in the modern workplace, strategies to implement open and transparent
communication, the role of HR policies and procedures, emerging challenges, potential areas for
future research, and recommendations for other organisations. It also analysed case studies of
different organisations and how they tackle those conflicts giving suggestions to other
organisations to implement those strategies for conflict resolution. The significance of effective
conflict resolution for organisational success is that it can lead to improved teamwork, more
creativity, and a stronger perception of collaboration among employees. On the other hand,
unresolved conflicts can result in decreased productivity, lowered morale, and strained
relationships among colleagues. Organizations must take the initiative to promote a collaborative,
open environment where differences are viewed as opportunities for growth. To do this, they can

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invest in training, put fair rules in place, use technology to help, and get help from outside when
needed. This is important because it helps create a happy workplace where employees feel
confident to solve problems calmly, support the company's goals, and do well in a place where
everyone respects and trusts each other.

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