Conflict, Decision Making Conflicts Happen in All

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 best results.

Avoiding: this negotiation strategy does not use assertiveness or cooperation. 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 is that, the evidence has to be critically examined before being used. When this is done, decision reached will effectively resolve the problem and improve the welfare of both the company and its employees.

The blocks, stages, and methods of creative decision making to determine

Creative decision making entails the ability to envisage, generate, and execute new ideas or concepts that are innovative and useful. As noted by Hellriegel, et al. (2001) creativity is very important for any organization to survive and remain successful. However, there are three main blocks that hinders creative decision making; these are perceptual, cultural and emotional blocks. When these blocks are eliminated, the possibility for making creative decisions increases.

Perceptual blocks, arises from stereotyping, which makes may work at times, but when new situations arises it hinders good judgment. Emotional blocs entail personal values and objectives that can as well hinder with the ability to look and determine correct creative options in making decisions. For example, some people fear taking risk, and thus are unlikely to try new alternatives. Cultural blocks also hinder the creativity and acknowledgment of creative options in decision making. They include taboos, traditions and the way people reason. These three groups of blocks when not checked hinder creative decisions.

Hellriegel, et al. (2001) points out that there are four stages of creative decision making, these are; preparation, where the person learns about the issue. Incubation, here, the person examines various ways toward creative alternatives. Illumination, this is the time the person becomes aware of the new solution to the problem. Verification, the person confirms the solution he has reached.

There are several methods of creative decision, but the best method that Tesco can use, is by finding a good alternative and thinking of ways in which it can improve that alternative. This method is a good one because it reduces the stress of searching for a better one. When the company is looking for a better alternative, it should base on the objectives the solution will offer and how it can be improved.