Conflict resolution is a process through which conflicts, disputes or misunderstandings among the employees can be resolved in an organization peacefully. Conflicts can occur between different departments of the organization, co-workers, supervisor-subordinate, or even among the organization and client.
It is an important requirement for the better working of an organization. As disputes and conflicts somewhere affect the productivity of the organization.
In this process, a jury or judge is involved who decides the end result of the conflict on the basis of facts and proofs.
In this process, the two parties try to come to a solution through mutual understanding. Some examples of the consensual process could be Negotiation, collaborative law, meditation, etc.
At first, the complainants are suggested to discuss the query with the immediate supervisor which should be done within the ten (10) working days. Then a meeting is arranged by any of superior either the supervisor or the manager. If still the dispute doesn't get resolved, the issue is referred to the HRM generalist to get solved through mediation. Even if the mediation proves unsuccessful in resolving the issue, HRM generalist advises raising the conflict to other sources.
Mediation is the most commonly used technique for resolving conflicts. It is a process in which the parties involved in the conflict meet one or more experienced meditators. In a confidential setting, the mediator gives a chance to the parties to explain their dispute with their thoughts, opinion, and demands.
The aim of this process is to develop communication and solving the conflict in a manner which is acceptable by all. If the parties do not reach any solution through mediation, the HR Manager will advise some other ways, if possible
Any person who makes an attempt to harm the complainant or person involved in conflict resolution will be terminated from the employment and other necessary actions retaken.
A manager may take a step ahead and arrange a gathering between complainers who have involved in a dispute. An employee may search out an individual with whom he is having a conflict to propose cooperating for generating new ideas to stay together more peacefully.
A Workforce manager may be required to pose problems and hear cautiously to find out the exact reason for conflict among employees at a higher and lower level.
A mediator may support compassion by investigating workers in problem to portray one other, how the other may be feeling and thinking, and how the situation may seem to the other person. Sympathy is likewise significant expertise for mediators, who must probably see each complainant views, without blindly agreeing with any of them.
Managers and superiors of opposite departments may initiate a gathering to discover new ways with their teams to find the solution for the continuous reason for conflict. Group Facilitation strategies can similarly be used to avoid giving a chance to a dispute during group decision making, in any circumstances.
A superior could guide employees who are in problem with the help of a process to identify usually happening changes in the system.
A chief can rethink the jobs of a couple of clash prone employees so they could eliminate the erosion. Creativity can similarly be used for discovering new no loss ideas.
A director may report conflict starting practices displayed by a complainer as readiness for a presentation examination. In this way, the boss builds up responsibility, since the worker can never again imagine the issue isn't occurring.
Yuri Khlystov, Co-founder & CEO, LaowaiCareer
“Being a Superior, a person is supposed to act like one, and there are times when a leader may be required to help and to resolve organizations conflicts. A superior cannot and should not be biased. A leader is expected to give guidance to his/her team to get rid of their problems at their own. Maybe sometimes,
He/she is required to handle the situation according to the circumstances. If the conversation goes on another track, a supervisor is responsible to bring the opponents back on the topic so the employees. A Great leader is required to stand at a post to give suggestions to resolve the conflicts.
Disputes initiate with stress, and stress is amplified when one can’t deal with it. When a person feels tense, he/she gets frustrated or even hype, one cannot handle these emotions easily if a person gets stick to his/her allotted position only, covered with same irritating noisy sound and have chances to feel “boxed”. When one doesn’t cop-up with these problems, the problem will stay or even get worse.
If a person has an appointed “cool down” zone in the organization then you have an area where all you could be flame up conflicts would get extinguish to some extent before they result in a volcano. It is not required to be known as the “cool down” zone. But an organization should have space in the premises where their employees can feel comfortable and spend some time out of the politics and tantrums of the office. This is purely helpful in escaping from stress and conflicts.
Transparency is a kind of characteristic of management which reflects in the daily life of the employee, employees are encouraged to initiate for what they feel, what are their concerns and expectation from the organization. Thus, managing things become easier and chances of conflicts reduce but still if any conflict bubble up, still, it can be handled smoothly and simmer flame.
The best, effective and efficient way to resolve a conflict is clearing misunderstanding in person with the suffering employees. In this way, each complainant has a chance of keeping their viewpoint forward, while the manpower manager listens to every fact calmly before reaching a decision. When each of the opponents has kept their viewpoint forward manager tires to come out at a solution without being biased with either of them.
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