Scenario Overview
A volunteer works with an organization where the executive leadership has been in conflict for nearly a year, with disagreements becoming public. Initially focused on event types, the conflict has escalated to accusations of racial, cultural, social status, and religious bias, including against the director. This tension is hindering the organization’s functioning. The leadership team consists of seven members: six women, including the director, with two African-American members (one being the only man), one Hispanic member, and four Caucasian members.
Disagreements inside an organization may have a negative impact on its productivity and well-being. The whole organization’s operation is at risk due to the critical point reached by the disagreement inside the senior leadership of the company in question. The discussion lays forth a strategy for resolving the disagreement by discussing its causes, analyzing its effects on the company, suggesting a method of settlement, outlining tactics for negotiations, and predicting the results.
Factors Contributing to the Conflict
It seems that the executive leadership team’s arguments have progressed from racial, cultural, socioeconomic, and religious prejudice charges to disagreements about the organization’s event sponsorships. Problems like this often have their roots in things like a failure to communicate, different opinions, and an absence of inclusive decision-making procedures (Hipel et al., 2019). Furthermore, the dispute may be worsened by individual prejudices and assumptions. In order to create a strategy for conflict resolution that works, it is essential to recognize and comprehend these variables.
Impact of the Conflict on the Organization
The organization is affected in a domino manner by the protracted battle. Productivity and efficiency can take a nosedive if team members aren’t invested and inspired. The organization’s credibility might take a hit due to the public character of the dispute, making it hard to bring in new donors and members. In addition, team members are less likely to work together and more likely to distrust one another when they hear allegations of racial, cultural, or socioeconomic prejudice.
Conflict Resolution Style to be Used
It is best to use a collaborative approach to dispute settlement because of the sensitive nature and intricacy of the issue. By taking this tack, one can make sure that everyone’s opinions are considered and respected as individuals work to find solutions (Todorova et al., 2021). Working together offers a more complete view of the problems, which in turn fosters a common understanding and dedication to discovering solutions that work for everyone involved. The organization’s goals of inclusion and collaboration are reflected in this style, which promotes a cooperative and respectful atmosphere.
Conflict Negotiation Strategies to Be Employed
Applying mediation and facilitation, an objective third party will be called in, ideally an outside mediator who specializes in diversity problems and conflict resolution. Mediation provides an impartial third party with the ability to hear both sides of the argument without fear of retaliation. (Karrass, 2023). Then, the executive team will participate in cultural competency training in order to counteract allegations of prejudice.
The goals of this program are to increase sensitivity to cultural differences, foster empathy, and provide the groundwork for valuing and comprehending other points of view. Ensuring everyone has a fair chance to weigh in on major choices is the goal of inclusive decision-making procedures. As a result, emotions of prejudice and exclusion may be lessened.
Likely Outcome Based on Chosen Strategies
An executive leadership team that is better able to work together and resolve conflicts is the anticipated outcome of using these techniques. Better communication and teamwork will result from a more accepting atmosphere, which may be enhanced via cultural competency training and mediation. There will be fewer disagreements in the future if everyone has a voice in decision-making. Once the organization gets back on track with its objective, it may restore trust among its constituents and start again. Thus, if the company wants to stay in business, its top brass must put their differences aside and work together. The company can set the stage for a more peaceful and fruitful future by figuring out what went wrong, how it affected the business, how to resolve conflicts collaboratively, and what negotiating tactics to apply.
References
Hipel, K. W., Fang, L., & Kilgour, D. M. (2019). The graph model for conflict resolution: Reflections on three decades of development. Group Decision and Negotiation, 29(1), 11–60. Web.
Karrass. (2023). The role of negotiation in conflict resolution strategies. Web.
Todorova, G., Goh, K. T., & Weingart, L. R. (2021). The effects of conflict type and conflict expression intensity on conflict management. International Journal of Conflict Management, 33(2), 245–272. Web.