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Conflict, Decision Making
Conflicts happen in all places, and workplace is no exemption. A workplace has a diverse workforce with different backgrounds. Their ambitions and goals differ and easily results in conflicts. Nonetheless, workplace conflict does not necessarily result in negative impact, when well resolved it could indeed result in positive outcomes. As noted by Hellriegel, et al. (2001) by resolving conflict effectively, an organization can solve numerous issues that surfaces, and get to know other issues it was unaware of. One of the best ways of resolving workplace conflict is through negotiation. This short paper examines workplace conflict at Tesco plc, a leading general merchandising and international grocery retail chain based in the United Kingdom.
Appling negotiation strategies to address potential conflicts in the workplace
There are five main negotiation strategies that can be used to resolve workplace conflicts (Savage, et al. 1989). The approach applied will depend with the situation, the degree of the conflict, personality of the decision makers and mechanisms the company has put in place for conflict resolution. Competing negotiation strategy: people who use this approach are usually assertive and not ready to cooperate. They normally operate basing on their position of power, rank or swaying ability. Accordingly, this strategy can be valuable in cases of emergency and when there is need for a quick decision making, or enforcing unpopular decision. Nonetheless, this approach can result in other people feeling unsatisfied and resentful.
Accommodating: this negotiation strategy is used by people who are passive and want to cooperate with others. Accordingly, they normally overlook their own needs and give in to others. Those who employ this strategy are selfless and worried of conflict. This approach is suitable in a situation where peace is more required than wining. Nevertheless, this strategy may not result in the...
Those who use this approach want to avoid the conflict wholly. In this case, controversial decisions are delegated. This approach is proper when victory is not possible, but in most cases, it is an ineffective strategy.
Collaborating: this negotiation strategy is used by those who are firm and cooperative. They seek to reach a resolution that pleases all parties. This approach calls for creative thinking that will satisfy all the concerned parties (Savage, et al. 1989).
Compromising: people using this approach seek a win-win outcome, the solution reached in meant to at least partly satisfy each party (Savage, et al. 1989). It is a give and take approach, and it is appropriate in situation where the consequence of the conflict is very high.
Determine how evidence-based management could be applied to the work environment
In simply words, evidence-based management entails using some form proof or data to make management decisions. This is meant to avoid a situation where managers base on unfounded information, half-truths or false information to make key decisions (Pawson, 2006).
Thus, Tesco Plc can adopt this approach by being meticulous in its application of evidence and paying a lot of attention to the different, and at time conflicting and complex to infer sources of evidence used. This means that the company has to use the information obtained in a clear and systematical manner so that some kind of audit path could be recorded detailing the way each aspect of the evidence was applied in reaching the final decision. At the same time, the Tesco has to be judicious in its approach. This implies that the company has to carefully determine the validity of the evidence and its appropriateness to the situation being address.
As noted by Pawson (2006) the most important aspect of evidence-based management…
References
Hellriegel, D., Slocum, J.W., & Woodman, R.W. (2001). Organizational behavior, (9th ed.). Cincinnati, OH: South-Western Thomson Learning.
Pawson, R (2006). Evidence-based policy: a realist perspective. London: Sage.
Savage, G.T., Blair, J and R.L. Sorenson, R (1989). Consider both the relationships and substance when negotiating strategically," Academy of Management Executive 3(1) 40.
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