Problem-Solving and Negotiation in the Workplace: Questions

¶ … Problem-Solving and negotiation in the workplace: Questions Discuss the concepts of process vs. structure as it relates to shared visions and problem-solving workshops. Generating a shared vision is a critical component of creating a functional organization, but agreeing upon such a vision is 'easier said than done.' A collaborative environment where disagreements can be worked out in an effective and productive fashion is essential. A good structure for discussing disagreements is necessary to support a positive and effective process of coming to a consensus.

A problem-solving workshop is one way to achieve this objective: the workshop provides the structure needed to support the type of collaboration between organizational members that is necessary to agree upon a shared vision statement. Such workshops constitute a part of the 'pre-negotiation' process and also have an icebreaking function of getting participants to known one another better. These workshops build trust. Problem-solving workshops can also solve organizational problems before they spiral out of control in a professional manner.

Facilitators can allow conflicts to be aired in the open in a productive and non-confrontational fashion, encouraging genuine compromise and resolution. Workshops can 'get to the source' of the conflict and reframe conflict as problem-solving, rather than adversarial debate. Participants can learn to negotiate and became more aware of different types of conflict styles. Q2. How would you apply the elements of outcome and relationships in facilitating a collaborative environment for reducing intra-group conflict? Provide examples.

Awareness of different conflict styles, including self-awareness and awareness of the contrasting conflict styles of other employees enables workers to understand how the same incident can be perceived differently. Workers should not view fellow employees, even ones they disagree with, as the 'enemy.' Facilitating relationships reduces the tendency of conflicts to get out of hand. Isolation leads to mistrust and creates conflicting styles which can inhibit compromise.

If participants are to agree upon shared visions and goals, even if they disagree on how to reach those goals, then conflicts are less likely to get out of hand. Q3. What other conflict resolution processes could be employed to reduce intra-group conflict as experienced by negotiators and tactical operators as expressed in the N-TOCI Model? To minimize isolation of negotiating parties, workplaces should encourage interdepartmental collaboration at all times.

This reduces the tendency towards balkanization and humanizes the other persons in the organization, even if they come from different disciplines and have different perspectives. It reduces the sense that everyone is competing for scarce resources. All workers should have the same type of training and orientation in conflict-mitigating processes. Authority should be clearly defined.