While striving to achieve success and creativity, the majority of the businesses experience conflict. Conflict cannot be prevented when employees with varying personalities and opinions are working together.
This paper aims at discussing alternative dispute resolutions to solve the conflict between the operations and accounting departments, which was earlier in week six. Mainly, the conflict was as a result of differing status and group objectives. The impact was miscommunication and no communication. The organization had decided to face and solve the conflict using the phased out strategy.
Whether, When, and How to Use Alternative Dispute Resolution
There are high possibilities of using alternative dispute resolution strategies. Particularly, this is after the failure of the strategies that the organization had used. In case the strategies used by the organization are ineffective, take an extremely long period before positive responses are attained, or aggravate the conflict between the operations and accounting department, alternative methods of conflict resolution should be used (Heffernan, 2010). Since conflicts result from varying perceptions, they should be seen as chances for development and improvement.
Competing/ Forcing
The accounting department may decide to firmly pursue its concerns irrespective of the resistance experienced from the operations department. This will involve pushing the accounting department’s viewpoint at the expense of the operations stand and withholding firm resistance to the operation’s department actions (Chris, 2009).
This strategy will be significant since there was a failure in the less forceful strategies used previously. In addition, it is important that the organization comes to a quick resolution, which will terminate aggression and promote unity, collaboration, and positive development in the organization.
Compromising
According to Chris (2009), the organization will search for mutually tolerable and convenient solutions that favor both departments. This strategy will be used for temporarily solving complicated issues and arriving at expedient solutions. It can also be used when forcing and facing the problem are unsuccessful. In addition, the goals may be extremely significant and more involving and assertive approaches may be unnecessary.
Educating the Employees and Stakeholders
There is a need to create awareness among the employees and stakeholders so as to ensure that the system is effective. This will be accomplished through participative education. The employees from the accounting and operations departments and stakeholders will participate.
The first step will involve comprehending the conflict tendencies, emotional triggers, and the departments’ emotions towards the present conflict (Barling & Cooper, 2008). Second, there will be an assessment to identify what each department assumes about the other. This is attributed to the fact that there may be false assumptions.
Third, each of the departments will be encouraged to be emphatic towards the other. This will be aimed at assessing whether the other department has a point and its priorities. Finally, the interests of the two departments will be identified so as to come to an agreement.
It is worth emphasizing that proficient communication skills will be very vital. They will promote acknowledgement and listening to the views of each of the departments. Moreover, it will be possible to identify priorities, needs, and interest. Every department will also have an opportunity to narrate their story. Every department will be encouraged to stay neutral and not to react to emotions. Heffernan (2010) argue that clarifications are important and they will be made whenever possible.
Introducing the New System
The two departments and stakeholders will meet and the manager will start a discussion on the progress of the previous conflict resolution strategy used. The participants will indicate whether there has been any success. Consequently, the possibility of alternative resolution strategies will be discussed.
References
Barling, J., & Cooper, C. (2008). The SAGE Handbook of Organizational Behaviour. New York: SAGE Publications Ltd.
Chris, A. (2009). Personality and organization; the conflict between system and the individual. New York: Harper & Row.
Heffernan, M. (2010). A Conflict-Free Organization Isn’t Great. It’s Near Death. Web.