Conflict Resolution

Conflict Resolution

ConflictResolution

Nameof Student

Myname is Joe. I have been working closely with Jim at a certain storein the city. However, I do feel the need to work on my relationshipwith my friend and colleague because it is not fair for us to becomefoes over a small matter. Above all, the representatives from the ‘Door Dye’ tools will be visiting us soon. Therefore, it is time tomend the bond.

Lately,some issues of concern came up, and our good relationship waschallenged. According to the standard policy at our stores, customersare allowed to return bought tools within in a period of thirty daysin cases of any malfunctions. However, Jim promises our customers afull money back guarantees without giving any consideration to theamount of time that has passed. Jim feels the “the customer isalways right” thus putting the customers’ interests first.However, my thoughts are different from his. The other challenge isto convince Jim that I have been putting in some extra hours in therecent past. I feel that it would be fair if Jim would be willing torecognize my efforts and recognize that I could be in need of somehelp. I strongly feel that someone should be promoted for the openteam leader position. The other uphill task is to ask for a leave ofabsence since I need to focus more on my studies and to spend timewith my family too[ CITATION Gri13 l 1033 ].

Ihope is that Jim will be open minded and willing to negotiate. Therefore, I need to negotiate with Jim as well as our customers.Upon reaching an agreement, we will have to inform the board ofdirectors.

Thetable below reflects the assessment of BATNA as well as Jim’s.

As a result of this negotiation, I aspire to realize the following outcome:

When a different person takes the position of team leader, my workload will become light. Therefore, I will get more time to focus more on my studies, thus killing two birds with one stone.

The customers should understand the company policy when it comes to returning bought tools.

The efforts of all workers should be recognized. When they give more time in service, they should be paid for any overtime work or get some compensation in the form of a leave of absence.

I would be content if I achieved the following outcome:

Receiving some help from the team leader. Such help would create more time for me to focus on my studies. The efforts of the workers should be recognized through an overtime wage or a leave of absence.

If I have to, I could live with the following outcome:

In the case of customers claiming their money back is not solved, I would still live with it. Maybe the company’s returns are not affected over much

If I were the other party I would want:

If I were Jim, I would want the workers to realize that the customers are the company’s driving force. Respecting their opinions and complaints would not harm anybody. Also, Joe and the others should understand that the company’s survival depends on their hard work. They should feel appreciated by the management. Such appreciation is always there. They should also understand that there are times when the company requires more of their efforts.

If I were the other party, I would accept no less than:

If I were Jim, I would accept to follow the company’s policy when it comes to returning bought tools. I would also accept to pay the workers for overtime work or compensate them with a leave of absence-

Bythe look of things, it is evident that Jim has got his fears andanxieties too. For instance, he fears that the company will fallshort of customers if the company policy is followed. Also, he mighttend to think that employing a team leader would not be costeffective since more money would be required for hiring purposes. Theother thing could be that he believes in having all the workers todevote their full time. Since I have identified this facets, I willendeavor to help Jim to articulate his position. For instance, duringour negotiations, I will shed light on the positive side of myargument. Evidently, hiring a team leader would aid in the smoothnessand organization of the work. Furthermore, an assistant would helpothers to retain their zeal due to the sharing of duties. When itcomes to the company policy, I tend to think that being strict withthe policy is more beneficial. Allowing the customers to return thetools after thirty days would give room for some to return tools thatare damaged intentionally. Again, giving the workers a leave ofabsence would have a positive impact on production since the level offreshness would increase.

Thetable below indicates my interests concerning our negotiations

My interests are:

Increased net profit for the company, good working conditions, equal distribution of the workload, and a reduction of overtime work.

The other party’s interests are:

Gaining as many customers as possible, maximizing the net income, having workers who can dedicate their all to the business.

We have the following interests in common:

Maximizing the net income

The following interests appear incompatible:

Having workers who can dedicate their all to the business. This sounds impossible since some of us have got families to take care of, and others like me are still studying.

Tableof interest

My interests

Jim’s interests

Possible outcome that may satisfy both our interests

Having more time for my studies

Having me work more fully

Employing a team leader who can assist in organizing matters

Following the company policy

Maintaining many customers at the expense of the company policy

Sticking to the policy and helping the customers to understand the underlying reasons

Tableof standards

The following standards will help me evaluate whether any proposed agreement is fair and reasonable

  1. Comparing the relationship between the net income and the company policy

  2. Ensuring that the working conditions are in line with the standards set by the government.

Wecan conduct our negotiations effectively by following the procedurebelow

  1. Find a neutral third party member

  2. Negotiate by talking in a peaceful manner

  3. I would negotiate in a way that shows deep respect. This implies that I would not shout at Jim

  4. When an agreement is reached, it would be advisable to put it down in writing and sign the agreement in the presence of a witness.

Havingcompleted the negotiation processes, it would be advisable for us tokeep a good relationship characterized by effective communication andrespect. Having prepared for the negotiations, I think it is time tofind Jim.

References

Griffith, D., &amp Goodwin, C. (2013). Conflict survival kit : tools for resolving conflict at work. Boston: Pearson .


Conflict Resolution

Conflict Resolution

CONFLICT RESOLUTION 1

Conflicts can occur in any organization, and they can slow down theoperations in the workplace in case the management does not have atimely resolution. The management cannot also ignore any conflictbecause it can develop to unmanageable levels and can be the sourceof organizational collapsing. The conflict can also occur in theinternational arena whereby, the bilateral trade agreements betweengovernments face the threat of dismissal (Deutsch et al., 2011).There may be several factors leading to the undesirable trend, andindividual countries must take an active role in initiating acorrective process through the use of sound conflict managementpractices.

A major internal conflict in the business arena is the currentchallenge of increased nepotism and bias in the workplace in manyorganizations. Many workers feel dissatisfied with the results offavoritism, and they lose morale and this has detrimental effects onproductivity (Riggio, &amp Riggio, 2013).This paper will look atthe first step that is, assessing the situation in the five principlemodel of conflict resolution and how the responsibilities of all theparties involved. It will portray nepotism that is a major conflict norganization and how this first step can contribute to building astrong workplace counter mechanism.

The first step involves taking a step back from the conflict andtaking the time to think about it and acquire all the information onwhat is going on. Most of the times, conflicts have deep-rootedcauses, and a corrective mechanism cannot suffice in the absence ofthis information. The management can start resolving the issue ofnepotism by taking a neutral stand first and analyzing t estuationsubjectively. It can help to understand the issue deeply and analyzeits significance to the workplace.

The second initiative in the first step is identifying all theinvolved parties in the conflict. Before a conflict comes to light,there is a set of contributing parties who play vital roles insustaining it (Deutsch et al., 2011). Embarking on a viable journeyto solve it involves knowing the parties and their roles. It turnsout to be easy in the succeeding steps since there is a definitetarget for the right parties. Nepotism in the workplace can be atrend existing for some time and, therefore, there is a possibilityof having a good number of those in supervisory role involved(Riggio, &amp Riggio, 2013). To end the internal conflict that mayarise out of dissatisfaction, there is need to single out all theresponsible individuals. It helps to avoid victimization of honestand hard working supervisors.

The other step calls for the identification of all the sources thattriggers the conflict. Sometimes, a conflict may have more than onesource, and the sufficing problem is a collection of diverseinstigating factors. When addressing a conflict, a blanketintervention may not have desirable results since it may not providea solution to the individual facets contributing to the wholeconflict (Autesserre, &amp Autesserre, 2014). For example, themanagement must identify all the cause of bias and nepotism in theworkplace to implement corrective mechanisms. The sources can beunprofessional hiring and appraisal practices that do not followfairness. It can also result from the lack of social responsibilityof employing people from diverse backgrounds as dictated by thedemographical characteristics of the community (Riggio, &amp Riggio,2013). The management is, therefore, able to make informed decisionsbased on evidence, and it contributes to the sustainability of thecorrective efforts.

Also, there is a need to come to terms with the various methods usedby the different stakeholders in managing conflicts. When resolving aconflict, all the parties must take part, and none should be subjectto a blueprint proposed by one party. Understanding what works forother workplaces is very instrumental in developing a customizedapproach that operates towards achieving the objectives of anorganization (Ramsbotham et al., 201). In the situation of nepotism,the management can go further than reviewing the outlined workprocedures to borrowing ideas from the best practices of otherorganizations. Borrowing diverse guidelines on how to address itsexistence as well preventing future occurrence brings on board thetrending practices that are consistent with the changing workenvironment.

Finally, the first step ends by identifying the powers, diversity andthe emotional issues present in the conflict. Tee fruits borne bybiases and nepotism in the workplace may be the source of highlycharged emotions that can create enmity, deviance, and unfair dutyallocations. The authority possessed by the supervisors and otherswho play important roles in the management is also an importantconsideration. To resolve the issue, it becomes necessary to reviewthese powers by devolving them and setting internal checks andbalances for those in management positions (Riggio, &amp Riggio,2013).

In conclusion, the successful completion of this step paves the wayfor the subsequent phases. It is an important step since it is thebenchmark of conflict resolution. The involved parties must identifyall the causes of conflicts and put into consideration theirindividual approaches.

References

Autesserre, S., &ampAutesserre, S. (2014). Peaceland: conflict resolution and theeveryday politics of international intervention. United KingdomU.K.: Cambridge University Press.

Riggio, R. E., &ampRiggio, H. R. (2013). Nepotism and leadership. Nepotism inorganizations, 171-195.

Deutsch, M.,Coleman, P. T., &amp Marcus, E. C. (Eds.). (2011). The handbookof conflict resolution: Theory and practice. New York N.Y.: JohnWiley &amp Sons.

Ramsbotham, O.,Miall, H., &amp Woodhouse, T. (2011). Contemporary conflictresolution. United Kingdom U.K.: Polity.