Essay Example on Conflict Management in the Workplace: Strategies and Effectiveness

Introduction

Conflict is often a common occurrence in the place of work. It might occur among individuals, especially between a colleague and another, or between a superior and a worker. If not handled appropriately, conflicts might brew into violence, and ultimately losses related to the business operations (Ury, 2013). It is, therefore, necessary to understand the different strategies of conflict management, how they can be employed, and their effectiveness. Different departments within the work environment, like the management or the human resource, are often mandated with the task of resolving conflicts. In administering different conflict styles, the involved departments should consider goal-oriented solutions. These departments should be considerate, observing, and bargaining in conflict management. Sometimes conflicts may not act as a dysfunctional weapon as many tend to perceive. On the contrary, according to Ury (2013), wise managers can use these conflicts as the enlightenment of a potential goal that may have stirred the conflict. Hence, they can solve the conflict while at the same time, achieving goals that may not have been predicted before the conflict.

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There are many forms of conflict management styles. These include; Forcing, collaborating, compromising, and avoiding (Monte et al. 2012). Different conflicts may require using different styles of conflict resolution. However, many companies have opted to use the same kind of approach while solving problems within the company. Using the same conflict resolution style tends to be monotonous, detrimental, and ultimately ineffective. This is because the same conflict may tend to arise frequently and be solved using the same solution. Such occurrences tend to repeat themselves and may lead to the company stalling. Additionally, using the same styles to solve conflicts between the colleagues may result in no solutions reached and more harm created. It is, therefore, essential to be flexible in employing the different styles of conflict management. In the event where the company may be small, or not in a position to use different or all the styles of management, the best possible styles to use may be compromised.

Compromise in Conflict Management

Using compromise in solving conflicts is perhaps the most common and useful style and the place of work. According to Smith (2016), compromise does not address the fundamental issue of the final solution, but creates an environment where everyone involved in the conflict gets a "win-win." In other circumstances, it is employed whereby in the event both parties may not agree at all, the best solution to achieving the company's goal is employed and applicable as a solution to both parties. Compromise is also commonly used in other circumstances outside the workplace. For instance, it is mainly useful in solving labor contract issues and settling divorce proceedings. The main aim of compromise as a form of conflict management is coming up with a solution that may be mutually accepted by the aggrieved parties.

According to Chen et al. (2012), people that many prefer to use compromise as a form of conflict management have a 'thinking orientation' in making decisions. Such individuals are mainly objective in attaining their goals and tend to carefully analyze and weigh different options that may be satisfactory before coming to a final verdict. Their decisions are often pragmatic based on deductive reasoning. Compromise is usually the next "go-to" solution often when the competing styles of conflict management have failed. This is typically practiced, as mentioned before, by individuals who have a thinking approach. Compromise analyses the pros and cons of different solutions, and often wind up with the most comfortable and acceptable solution suiting both parties.

Application of Compromise

Various frequent conflicts may necessitate the use of compromise. For instance, it is used when the solution expected may be unrealistic and not possible to satisfy all the parties involved. It is essential to realize in any conflict, and the outcome may not be entirely satisfactory to all the aggrieved parties. Therefore, coming to a compromised common understanding may be the best solution. Additionally, compromise may also be used when both parties have a common goal and of utmost importance. This kind of solution takes place when the parties involved have interpersonal differences. In this event, it is essential to point out that the best way forward is compromised and the aim is to achieve the common goal shared

Disadvantages of Compromise

Firstly, compromise emotional or behavioral conflicts among the parties involved. Compromise is solely based on the functional solution, which is usually the goal of any event, be it a company, land dispute, or divorce. Such a situation may leave one of the aggrieved parties harboring ill feelings towards the other partner. In such a situation, the conflict may tend to erupt again and make it a never-ending cycle. In a nutshell, compromise does not solve any issues about any underlying interpersonal conflicts (Smith, 2016). Secondly, compromise is often subject to external forces influencing how it operates. For instance, those with the say or excess power in regulating conflict may prompt unfavorable compromising solutions that both parties may not find satisfactory. The issue of time also comes into play while addressing compromise. Superiors may want to hasten the conflict resolution process in a bid to achieve the primary goal of any event. Finally, the compromise also serves as a disadvantage, in events such as divorce, the two parties might be forced to settle for the functional relationship to see through the process. This kind of approach does not necessarily address any underlying resentments between the two, and one or both parties may walk away dissatisfies, triggering potential future conflicts.

References

Chen, X. H., Zhao, K., Liu, X., & Wu, D. D. (2012). Improving employees' job satisfaction and innovation performance using conflict management. International Journal of Conflict Management.

Montes, C., Rodriguez, D., & Serrano, G. (2012). Affective choice of conflict management styles. International Journal of Conflict Management, 23(1), 6-18.

Smith, D. (2016). Conflict and Compromise: Class Formation in English Society 1830-1914. Routledge.

Ury, W. (2013). CONFLICT MANAGEMENT.