Introduction
It is normal for employees to have conflicts at the workplace. In fact, most companies report having disagreement among workers in the process carrying out their duties (De Dreu, 2008). As a matter of fact, more than 90% of firms that employ many people report having experienced conflicts among at some point in their existence. Therefore, it is important to understand conflict resolution in the workplace, and the techniques involved in mediation or arbitration during conflict resolution.
Purpose of Paper
In essence, conflict among employees is caused by various reasons. However, perhaps the major cause of the conflicts is limited resources at the workplace (Mahony & Klaas, 2008). Most resources need to be shared, and as a result, there ensues conflict of interest. Another significant cause of disagreements is a lack of proper communication between the employees. Mostly, this is observed to be between the top level employees like managers and the junior employees. When the former make decisions that affect the latter without proper consultation, there is bound to be friction.
It is worth mentioning that conflicts at the workplace do not benefit anyone but lead to inefficiency amongst workers (Sturm, & Gadlin, 2007). It is, therefore, important for individuals to agree to arbitration and mediation. Furthermore, rival parties need to listen to what each other has to say and then reply. Notably, listening to one another would enable one to understand what the other employee exactly means and it would help one to understand the matter in a clear manner. The person facilitating the conflict resolution needs to be impartial for the process to be free and fair. Taking sides would only lead to further conflict.
Conclusion
References
De Dreu, C. K. (2008). The virtue and vice of workplace conflict: Food for (pessimistic) thought. Journal of Organizational Behavior, 29(1), 5-18.
Mahony, D. M., & Klaas, B. S. (2008). Comparative dispute resolution in the workplace. Journal of Labor Research, 29(3), 251-271.
Sturm, S., & Gadlin, H. (2007). Conflict resolution and systemic change. J. Disp. Resol., 1.
