Resolving conflicts at workplace
Conflicts between co-workers arise due to a lack of appropriate priorities and a conflict-solving system within an organization (Gwartney-Gibbs, & Lach, 2014). Additionally, the misunderstanding of people within an institution is created by social and economic problems resulting from the types of work performed in the process of increasing the company’s profits. The conflicting persons are, therefore, given time to talk to one another in the course of problem identification. Notably, every individual is given chance to air personal views in explaining the causes of the problem and equality is highly regarded.
In essence, clarification of responsibilities, creation of a conducive working atmosphere and promotion of organizational cultural values are the primary objectives of solving co-worker conflicts (Ramsbotham, Miall, & Woodhouse, 2011). Similarly, the common bias of improving the company’s production and profit making capabilities are critical aspects that fit in co-worker conflicts. Besides, the preferences are essential in reaching compromises, setting common goals, and training personnel on conflict resolution criteria thus resulting in fruitful production in the company (Baillien, Bollen, Euwema, & Witte, 2014).
Similar situation have been handled through the provision of clear communication channels, making follow-ups, and training of supervisors as mediators in conflict cases. Furthermore, the conflicting workers are taught the importance of emotional control in a working environment. Likewise, workers are provided with opportunities for skills improvement to reduce unhealthy competitions and conflicts that degrade the workplace output.
Therefore, conflict resolution guidelines that depict to the employee’s proper ways of communication and the expected ethical behaviors are made available to each personnel in the effort of reducing future conflicts. Equally, avoidance of gender biases, use of integrated conflict resolution approach, and the organization of cultural events that bring people together are the essential aspects of avoiding frequent tensions within an organization (Ramsbotham, Miall, & Woodhouse, 2011). The developments of the cultural values and ethical behavior result in trust among the employees thus creating honesty that reduces incidences of conflicts within an organization.
References
Gwartney-Gibbs, P. A., & Lach, D. H. (2014). Workplace dispute resolution and gender inequality. Sociological Practice, 10(1), 9.
Baillien, E., Bollen, K., Euwema, M., & De Witte, H. (2014). Conflicts and conflict management styles as precursors of workplace bullying: a two-wave longitudinal study. European Journal of Work and Organizational Psychology.
Ramsbotham, O., Miall, H., & Woodhouse, T. (2011). Contemporary conflict resolution. Polity.