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The third party is neutral to the two disputants and has the obligation of resolving the matter from an objective stand point and "their role is to facilitate a settlement without any control over the final outcomes" (Jameson, 1999, p.8). Three strategies are most common: moderation, conciliation and consultation. In all, the interest-based conflicts can be resolved though negotiation between the two parties, or by the informal interference of a third party, through advices, mediation or facilitation.
The rights-based strategies to resolve conflicts can be both formal as well as informal. They basically imply that the two disputants revolve their problems by themselves, without the interference of a third party. The parties try to find a resolution through representatives, such as the human resource department for the company. However the solicitation of a mediator is seldom requested, this does sometimes happen. In these situations, the tertiary party approaches the matter from a judiciary stand point, meaning that it plays the role of a judge in resolving the conflict. Other times, the third party is an investigator, who analyzes the problem posed and proposes a solution; he...
The formal resolution of a conflict implies the formulation of grievance procedures. A formal method to solving the conflict is given by the interference of an adjudicator; he establishes what is right and what is wrong, but has no power to decide.
The power-based strategy allows managers at all levels to interfere and resolve conflicts occurring at their subordinating levels. They have absolute rights and control over the created situation and can impose their decision. But not all managers choose to interfere; and some of those who do, make interest-based decisions. "Power-based strategies are most likely to be used by intervening managers, higher status intervening others or disputants themselves. External third parties are the least likely to use power based approaches to conflict management as they usually lack the necessary power and credibility." (Jameson, 1999, p. 12)
Bibliography
Jameson, J.K., 1999, Toward a comprehensive model for the assessment and management of intraorganizational conflict: Developing a framework, International Journal of Management, Bowling Green, Volume 10 Issue
Bibliography
Jameson, J.K., 1999, Toward a comprehensive model for the assessment and management of intraorganizational conflict: Developing a framework, International Journal of Management, Bowling Green, Volume 10 Issue
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