Conflict is one of the factors that affect companies and is seen as a challenge rather than a prospect for empathy, encouragement, and bonding. Equally, institutions are bounded by the alleged need to determine a winner and a loser. In the article “Conflict resolution in the organizations-an analysis,” Boateng extrapolates that disagreements are opportunities in which resolutions are part of the integrated mediation practice. The article emphasis on ways of resolving disputes by creating policies and enhancing conflict resolution process.
The author states that conflicts take place between individuals of various kinds of relations and in all forms of environment. The writer defines dispute a process that starts at a time when people recognize that the other person is in a position of impacting anything that can enhance value (Boateng, 2014). Disputes can be functional but in numerous occasions might not be productive to an institution such as distracting a firm’s performance and decreasing employees’ morale.
The validity of conflicts is based on examining the interpersonal and institutional encounters and procedural choices. The writer ascertains that the parties involved in a conflict usually have a wide range of options and measures at their disposal to resolve the disputes. Notably, during the disagreement, individuals avoid each other due to the distress that accompanies the incident, lack the authority to enforce change, or do not believe there can be a solution to the problem.
As stipulated in the article, Boateng argues that the creation of disputes and its resolution follows a given framework. The six stages of conflict process include antecedent condition, perceived and felt engagements, manifest behavior, suppression of encounters, and resolution aftermath. Additionally, the writer identifies various techniques can be used to deal with disputes and can be divided based on their outcomes. The results can be classified as win-lose, lose-lose, and win-win. The win-lose system leads to a win-lose situation which entails dominance enhanced by authority, majority rule and coercing. As such, the most common form of resolution through the system is arbitration whereby the manager offers the final verdict.
The lose-lose system is where the parties disagree on the offered solution and settle on something that does not highly favor either of the party. As such, neither of the disputants wins the case thereby, making each member to resort for the assistance from a third person. The win-win technique is unique since it entails agreement and integrative resolution making. Consensus happens when individuals of two or more are involved in a judgmental issue and obtain a conclusion that is not pleasing to anyone. Equally, the method entails a common identification requirement and values for both of the affected, an intensive investigation of alternatives that can lead to the needed goals, and choosing of the best decision.
Equally, negotiation is among the most common methods used by the disputing parties to reach an agreement. In the negotiation process, the affected parties willingly engage in temporal relation to contemplate on the raised issues, develop, and eventually create mutually acceptable terms (Moore, 2003). Notably, during the process, the participants enlighten each other on their requirements and address other issues such as trust or the future of their relationship. However, when the negotiation fails, the conflicting individuals can integrate a third party to help in solving the difference, in what is known as mediation. The third person usually has no mandate to develop the binding decision but has the jurisdiction to assist the disputants to enhance their association, improve communications, and incorporate a reliable problem-solving system.
Boateng, I. A. (2014). Conflict Resolution in Organizations-An Analysis. European Journal of Business and Innovation Research, 2(6), 1-8.
Moore, C. (2003). The mediation process: Practical strategies for resolving conflict. 3rd Ed. San Francisco, CA: Jossey-Bass