Conflict Resolution Strategies in the Workforce


Conflicts are widespread in the workplace. When two or more individuals are required to collaborate and merge their thoughts, the gateway to conflict is perpetually open.

The objective is to learn how to utilise conflict constructively, rather than destructively, in order to benefit the entire and the concept of concern. A team’s shared aim must be a success. Numerous solutions have been shown to be effective in resolving these damaging confrontations.

What is Conflict?

Conflict is described as a dispute or discord that arises in organisations when members express disagreements over ideas, techniques, or members. However, these distinctions may not have to result in a bad conclusion. When used effectively, the group might become more connected and aware of one another’s differences. With mutual respect, the group may share ideas and ultimately be more effective.

Finally, the administration is accountable for recognising a disagreement, implementing conflict resolution techniques, and ensuring that these tactics are properly implemented. To accomplish this purpose, a school administration, for example, must be aware of the two sorts of conflict: constructive and deconstructive.

Teams benefit from constructive conflict. This method maintains a laser-like concentration on the topic at hand while maintaining mutual respect for colleagues. Teammates will demonstrate adaptability, mutual support, and teamwork.

The team’s commitment to success is palpable. On the other side, destructive conflict demonstrates selfish behaviours such as personal assaults, insults, and defensiveness. Within the team, there is little room for flexibility, and there is intense rivalry amongst coworkers. Conflict avoidance is self-evident.

How do Conflicts Increase?

The dispute may be caused or exacerbated by a variety of external factors. Coworkers may get strained by a lack of resources. For example, teachers who are concerned about their students’ lack of assistance may display a high degree of stress. This, in turn, might have an impact on any tense relations amongst faculty members. Disagreements inside a company might be exacerbated by divergent visions for the future.

Conflict among employees might be sparked by misunderstandings. Confrontation and disagreement are much than likely to ensue if signals aren’t clear. Teaching in a classroom when teachers have differing beliefs, values, and views may lead to tensions. When there are a variety of viewpoints among team members, it may lead to a very stressful environment for the whole staff. Finally, personality confrontations are the most prevalent and maybe the simplest to resolve among a group of people.

A mature, adult mindset should not affect one’s work environment or the group’s objectives while coping with personality variations. Conflict may also be caused by a lack of training, a lack of responsibility, and administrative favouritism. It is crucial for teachers and other school staff members to keep the most important component of their profession in mind. It is up to them as adults to take responsibility for their acts and conduct.

How to Resolve Conflicts?

The ability to recognise the type of conflict allows the administration to direct the battle accordingly with the goal of a positive outcome, rather than to spiral into destruction. After knowing the kind of conflict, management (or administration) can choose from three different resolution methods: the A E I O U method, and the Negotiation method.

The A E I O U model

The A E I O U model stands for

  • A- Assume others “mean well;
  • E- Express one’s feelings;
  • I- Identify what you would like to happen;
  • O- Outcomes you expect are made clear to the group”;
  • U- Understanding by the group is on a mature level.

This approach effectively conveys one’s worries to the rest of the group. In a non-confrontational way, members of the group voice their opinions on alternate techniques. Administration communicates to the group that it is committed to their achievement by maintaining a calm demeanour during the meeting.

The Negotiation method

The negotiation strategy is based on a willingness to make concessions. By separating each individual from the issue, each teammate is able to concentrate on the group’s interest rather than their own personal preferences. This method provides the chance for a range of viable solutions to be identified and explored.

When deciding on a solution, it is the leader’s responsibility to communicate the significance of maintaining an objective perspective. Through the use of the negotiating strategy, everyone is aware of the issue and the desired outcome, and everyone is prepared to set his or her personal sentiments aside in order to achieve the shared objective.

NORMS method

Another type of strategy known as the NORMS method helps the administrator, or leader, stay objective while dealing with a conflict in the work environment. NORMS stands for:

  • N-Not biased or personal interpretation;
  • O-Observable, the situation is seen and touched or experienced by staff;
  • R-Reliable, two or more people agree on what took place;
  • M-Measurable, parameters of conflict can be distinguished and measured;
  • S-Specifics is not subjective, but objective and non-confrontational.

By following the NORMS, one can observe the situation with an objective outlook. Therefore, he or she can assist the team with the conflict with the proper focus of bringing the team together and resolving the conflict as well as benefiting from the experience.

Each method promotes a friendly environment that welcomes different ideas. The differences can ultimately benefit the whole group as well as the project or situation at hand. Temme and Katzel state, “For a teambuilding effort to work… management must be sincere in its resolve to see to see the teambuilding process through.”

As an administrator or leader, one is responsible for directing the team towards cohesion and compatibility. This goal can be achieved during a conflict by representing each team member equally, recognising the problem, listening to each concern with an equal level of importance and respect.

To reach an agreement and collaborative goal, each teammate, or employee, is to respect others for his or her different opinions and objectives but keep an open mind as well. Conflicts can be beneficial to a team, as it brings new ideas and outlooks to the table. Clear communication and an open mind can turn a conflict into a benefit rather than a burden.

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