Unit 3: Conflict Resolution
Conflicts in the workplace are inevitable, but there are productive ways to approach and resolve them. Learn about styles of conflict management and steps to promote positive conflict resolution.
Completing this unit should take you approximately 2 hours.
3.1: Case Study: PointCast
Read this section, which discusses negotiation failure through the example of a situation that occurred at the now-defunct PointCast Internet company. Workplace conflict stems from a multitude of sources; on occasion issues will arise after a manager mishandles resources or makes poor decisions that have a negative impact on an individual, a department, or even the entire company.
3.2: Management's Conflict Essentials
Read this section, which discusses several different types of conflict and how they should be framed within a workplace context. Note especially the idea that not all conflict is bad; in fact, some types of conflict can actually help bring about organizational change, which may in turn lead to improved working conditions and productivity. A healthy debate about conflict can often shed light on how to address several issues at once.
3.3: Identifying the Causes and Outcomes Associated with Conflict
Read this section, which attempts to establish some of the root causes of conflict. Pay particular attention to the discussion of some core jobs in the workplace that are prone to conflict.
3.4: Implementing Conflict Management
Read this section, which discusses some of the foundational ways in which you can address conflict. This section will also help you to identify the specific styles of conflict management, in particular the strategies that best fit your leadership style. These styles fall on a continuum that observes levels of cooperation and levels of competitiveness. Note in particular the idea that sometimes there is actually a deficiency of conflict in a workplace environment, and how such a deficiency can negatively affect productivity.
3.5: Management Must Understand Negotiations
Read this section, which introduces the process of negotiation. This section will help you identify the phases of negotiation and how to avoid common mistakes. It is very important for a manager to develop the skill of identifying the BATNA (the Best Alternative to a Negotiated Agreement) within a given situation.
3.6: Conflict Resolution
Read this article and consider the following questions: Why does conflict occur in the workplace? Have you experienced conflict at work before? If so, why did the conflict occur? How was the conflict resolved? How can managers help reduce conflict?
Read this article and consider the following questions: How important is it to resolve conflict at work in a peaceful way? What steps can a facilitator use to resolve conflict? How can a facilitator encourage resolving conflict in a healthy and positive way? How can the four steps identified in this article help you promote positive conflict resolution in your own workplace?
Read this article and consider past viewpoints you may have held about conflict. What issues have you encountered that resulted in conflict? Have you ever considered conflict to be a productive activity rather than one that is negative? Have you participated in positive conflict as a way of increasing productivity?
3.7: Bringing It All Together: A Final Thought on Personality, Behaviors, Biases, Empowerment, and Improving Productivity
Watch this video, which features Carol Bartz, the former CEO of Yahoo! and Autodesk. In this brief video, Bartz discusses how managers should actively make an effort to find enjoyment in leading others, especially since they (like everyone else) spend most of their waking hours at work. As you listen to this presentation, be mindful that as a manager, your job includes having compassion for others. Carol Bartz provides a sound example of this tip, which you should use as a jumping-off point to analyze your own personal approach to management.