Workplace conflict is a multifaceted phenomenon that can bring both positive and negative consequences affecting relationships and decision-making. Even though some adverse impacts are inevitable, the evidence presents several strategies to resolve workplace conflict. Among the most widespread ones, it is possible to point out negotiations and arbitrariness that organizational leaders may apply (Katz & Flynn, 2013). Brubaker, Noble, Fincher, Park, and Press (2014) note that many organizations employ special ombudsmen who are expected to assist leaders in choosing and implementing certain strategies.
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The key question arising in this field is as follows: what can be done to improve the existing attitudes and approaches to workplace conflict resolution? Brubaker et al. (2014) suggest that there are several trends such as one-on-one coaching of leaders, mediation of interpersonal or team issues, and development of workplace integrated conflict management system. One-on-one coaching of leaders considers conflict resolution as the managerial foundation leaders should use to handle both internal and external problems (Brubaker et al., 2014). The trend associated with the mediation of interpersonal or team issues implies focusing on personality conflicts and recognition of differences in perception of budget, strategy, and other workplace issues.
As for a workplace integrated conflict management system, one should argue that it refers to the recognition of a dispute’s inherent nature that all organizations have to face (Rahim, 2017). In terms of the mentioned system, conflict resolution should be informed with the consideration of employees’ rights and interests as well as those of an organization. Thus, it is possible to anticipate that the very notion of workplace conflict tends to be reconsidered. It seems that as an integral part of any company, it will promote change to meet modern requirements set by the business environment.
Brubaker, D., Noble, C., Fincher, R., Park, S. K. Y., & Press, S. (2014). Conflict resolution in the workplace: What will the future bring? Conflict Resolution Quarterly, 31(4), 357-386.
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.
Rahim, M. A. (2017). Managing conflict in organizations (4th ed.). New York, NY: Routledge.