Conflict management strategies and applications

Conflict Management

Conflict resolution, conflict management, and mediation are essential components for the success of an organization. Given the diversity of the workplace and the varying needs of individual organizations, developing an approach to conflict management can be tricky. The three articles: Work 911's "Organizational Conflict: The Good, the Bad, and the Ugly," and Tim Hicks' "What Is Mediation And How Does It Fit Into The Workplace?" And "Steps for Setting Up an Effective Conflict Management System" examine the ways organizations can manage conflict effectively. Each article offers something new for the reader to ponder when designing and implementing a conflict management system.

"Organizational Conflict: The Good, the Bad, and the Ugly" offers a unique perspective to conflict management. According to the author, there are two ways of looking at conflict. The traditional way is to see it as something to be avoided, as something inherently negative. This view of conflict, which the author calls "the bad," is counterproductive and stems from an outmoded vision of the ways organizations should be structured. When people are viewed simply as cogs in a machine, conflict is akin to a computer virus: something to be instantly eradicated. However, organizations are not machines. Human input and human diversity make for a complexity of values and ideals, and conflict can and should be viewed as integral to the culture of an organization. The "good" view of looking at conflict can promote productivity and enhance the effectiveness of the organization. Ideally, organizations should view "conflict as a productive force, one that can stimulate members of the organization to increase their knowledge and skills, and their contribution to organizational innovation and productivity."

The "ugly" approach to conflict means that managers attempt to suppress conflict or deny it exists in the first place. One of the consequences of the "ugly" approach is for conflicts to continue for years, unresolved. The needs of the individuals in the organization are overlooked and not addressed because of a lack of a healthy approach to conflict management. Law and order, denial, and suppression of conflict are anathema to productivity, according to the author, whose views are immensely helpful in guiding a company's conflict management plan. While the article fails to provide a specific plan for managers to follow, "Organizational Conflict: The Good, the Bad, and the Ugly" nevertheless provides a useful and progressive framework within which a 21st century organization can become successful, productive, and effective.

In "What Is Mediation And How Does It Fit Into The Workplace?" Tim Hicks also admits that conflict is inevitable, not something to be feared and suppressed but something to learn from and work with. Mediation, according to Hicks, offers immense benefits and is one of the most effective ways to resolve stubborn organizational conflicts. Because mediation by definition introduces a third party to the conflict, the process can eliminate the stagnation and stalemates that frequently occur during an organizational conflict.

The author notes, "Mediation has a high success rate, often reported to be in the 70% range or better." Even when the situation is not fully resolved, the parties involved at least come away better off than they were without the mediation. Mediation can be used for internal disputes between coworkers, between a worker and superiors, or between the organization and its clients or suppliers. In addition to helping resolve a specific conflict, the mediation process can teach valuable communication and conflict resolution skills that can carry over into other situations. In this way, organizations can grow organically, thereby increasing effectiveness and productivity.

Like "Organizational Conflict," "What is Mediation" provides a progressive viewpoint on conflict resolution. Rather than view conflict as inherently negative, it can be a source of potential growth and harmony. Hick's article is particularly useful for conflict resolution specialists because of its specificity. The author also includes compelling statistics that support his argument that mediation is one of the most powerful forms of conflict resolution in organizations.

Hicks' "Steps for Setting Up an Effective Conflict Management System," the author introduces the issue of organizational conflict as primarily a matter of interpersonal miscommunication. Hicks also states that conflict significantly decreases productivity. Therefore, the author frames conflict resolution as an absolutely essential component to organizational productivity, employee satisfaction, and ultimately, profit. Just as in the article "Organizational Conflict," Hicks asserts that conflicts are inevitable and should not be suppressed: "Wishing they wouldn't happen or ignoring them is not a cost-effective corporate strategy"