Introduction
The corporate world is an intricate system that involves issues that pertain not only to customers but to employees as well. The main output and results are provided by the workforce of the organization, and they can only be efficient when there is a positive workplace climate. While some businesses understand the value of teams and incorporate specific conflict management strategies in order to ensure cooperation and mutual respect among coworkers, some firms fail to do so. However, the value of conflict management and the tools used in problematic situations must not be underestimated. Among the tools that are applied the most are diversity, inclusion, equality, and equity, the presence of which leads to the formation of healthy communication and team productivity. Thus, without the use of conflict management strategies and their tools, corporate culture will face detrimental issues, such as employee attrition and low team morale.
Diversity
The first tool is diversity, which is among the fundamental elements of any company. The concern of any firm must be “not how to avoid differences but how to use them to accomplish common aspirations as effectively as possible”, according to Tjosvold, who made this argument in his conflict-positive paradigm (Rogers et al., 2021, p.59). In this sense, diversity serves as a means of navigation toward mutual understanding and embracing of the differences in the team, which decreases the occurrence of conflicts. However, when they occur, diversity helps address disagreements because they might reveal a variety of viewpoints on crucial topics for both the business and constructive conflict (Rogers et al., 2021). Additionally, by having a conversation, employees can clarify any misunderstandings or presumptions that would make them skeptical. One of the fundamental principles for good conflict management is that parties that tackle the difficulties become closer to one another (Rogers et al., 2021). Coworkers clarify presumptions, misconceptions, and confusions through discourse; clarification shifts the focus from mistrust to cooperation.
In this way, diversity makes communication and conflict management more efficient. When dealing with problems constructively, individuals gather data, spot opportunities, assess potential dangers, and decide how to proceed in their professional relationships (Rogers et al., 2021). In the business context, deeper conversations are always crucial and required, especially as diversity in the workplace rises (Rogers et al., 2021). The benefits of hiring and retaining a diverse workforce are frequently persuasively argued by staff. However, as Sonnenschein noted, the advantages of diversity are not inherent, and diversity often entails difficulty and disagreement (Rogers et al., 2021). In the workplace, racism, sexism, ageism, homophobia, and other diversity concerns can be chaotic and impede the team from achieving its goals (Rogers et al., 2021). Corporate hardship may be caused by a lack of significant cooperation and a readiness to communicate about these nuanced problems of diversity and culture (Rogers et al., 2021). Work is necessary for diversity, valuing individuality, and social justice. Conflicts might arise from this effort, but when they are resolved amicably, a unit can see enormous achievement.
When it comes to the example from the industry, Sodexo can illustrate efficient conflict management with diversity. Previously, with a lack of diversity, the company faced decreased employee satisfaction, which resulted in disagreements. However, Sodexo claimed that representation is their priority because gender, age, and sexual orientation are all factors in their method of recruitment for diversity (Anand, 2022). In this company, female personnel comprise 55% of the whole workforce and 58% of the management board (Anand, 2022). They have discovered that when a workplace has an ideal gender representation, employee participation rises by 4% (Anand, 2022). The key performance metrics for Sodexo during a five-year timeframe, encompassing employee participation, employee satisfaction, customer retention, security, and financial results, were then associated with gender distribution (Anand, 2022). As a result, the incorporation of reinforced diversity led to not only better efficiency but also fewer instances of conflicts.
Inclusion
The second element of the company’s positive workplace climate is inclusion, and, as can be seen from Figure 1, it is connected to other elements, such as equality and equity. Systems that reduce prejudice are used in a fully inclusive environment, enabling staff members to communicate and express themselves. Additionally, it has leaders who follow and support all corporate procedures and policies, in addition to speaking openly for and treating staff members fairly (Anand, 2022). Teams with inclusive leaders are better able to resolve conflicts that usually lower morale and productivity (Anand, 2022). It is noteworthy that all workers need to have a sense of belonging and feel appreciated, which is why inclusive leadership promotes the value of fair treatment. Leaders who are inclusive celebrate diversity and cherish every employee (Anand, 2022). When disputes emerge, inclusive leaders promote complaint settlement and assist teams in coming to an agreement (Anand, 2022). As inclusive leaders use conflict resolution techniques, they recognize the individual worth of each worker. Therefore, inclusive leadership and the associated tools enable quick and effective conflict resolution.
For instance, Deloitte is renowned for its innovative steps to ensure corporate inclusivity. Previously, the company had collectives and women’s associations in the face of a bigger male workforce presence (Deloitte, 2021). However, in order to establish male workers as supporters of female employees and leaders, the organization created a strategy for inclusive leadership among male staff in 2017 (Deloitte, 2021). By establishing inclusive leadership as a marketable ability in 2018, Deloitte made an additional positive step (Deloitte, 2021). In this case, with the goal of assisting leaders in interacting with and contributing to diversity, Deloitte conducted an extensive study in this field and developed a framework termed the Six Signature Traits of Inclusive Leadership (Deloitte, 2021). Six characteristics—commitment, boldness, awareness of prejudice, curiosity, cultural intelligence, and collaboration—are used in the paradigm to describe inclusive leadership (Deloitte, 2021). Therefore, by constantly promoting inclusivity in the workplace, Deloitte’s workplace culture has been less exposed to hostility.
Equality
The complementary element of inclusion is equality, which plays an integral role in conflict management. Equality is “the promise that no one will be favored or disfavored because of who they are or because of any dimension of diversity” (Tapia & Polonskaia, 2020, p.243). It guarantees equity for all parties and embodies a fervent conviction in a meritocracy (Tapia & Polonskaia, 2020). Companies can work toward this goal by enacting nondiscriminatory recruitment, evaluation, promotion, and incentive systems, as well as adhering to their principles and codes of conduct (Tapia & Polonskaia, 2020). In terms of conflict management, workplace equality helps unite employees from a variety of backgrounds and invites all viewpoints to the discussion. This encourages networking both inside and between companies, lifts spirits, and creates strong teams who are committed to producing fruitful outcomes for the business (Tapia & Polonskaia, 2020). As a result, such an approach promotes innovation and helps ingenuity in problem-solving.
However, in their book, Cvenkel discusses the additional effects of the lack of equality and the proposed strategies. It has been shown that employees’ job-related stress is influenced by negative work relationships and maltreatment at work that stemmed from poor equality culture (Cvenkel, 2020). As a result, organizational leaders, executives, and professionals should create an organizational culture that encourages inclusion, tolerance, integrity, and civility in the workplace via the formulation and implementation of policies and practices, training, and development (Cvenkel, 2020). In order to avoid and address unwanted behavior, these concepts will help to develop constructive workplace behaviors and give a clear signal that harassment, discrimination, and other forms of abuse are not permissible (Cvenkel, 2020). HR may help managers by enhancing their people management abilities so they can foster good connections with their team members and coworkers.
Lastly, the example of Unilever shows that in the last few years, it has been adopting a comprehensive strategy that concentrates on how the company can have the biggest effect on the workplace to manage conflicts. Consequently, managers have established explicit objectives to eradicate any bias and discrimination from organizational practices and policies and to increase the representation of persons from different backgrounds in leadership (Unilever, n.d.). Their goal by 2025 is to have 5% of the workforce comprised of individuals with disabilities (Unilever, n.d.). Moreover, it is expected that the executives will eliminate any bias and discrimination from organizational procedures and policies in order to create an equal and inclusive culture (Unilever, n.d.). Finally, the representation of people of color in leadership positions will be increased. Therefore, these strategies are aimed at the reduction of tension and further promotion of equality.
Equity
The final element, equity, is the impartial treatment, opportunity, and growth of every individual inside a company. Fairness in salary, development prospects and regular work situations are all common topics in equity discussions (Tapia & Polonskaia, 2020). Expanding the pool of staff who can advance within a firm and contribute to a future with more varied leadership is what equity in employment entails (Tapia & Polonskaia, 2020). Since making an investment in employees is necessary to create a fair workplace, equity may additionally result in higher employee retention and engagement rates. Additionally, diversity and inclusion are undoubtedly held together by equity, which acts as a sealant (Tapia & Polonskaia, 2020). The competitive landscape is not fair and cannot support a varied or welcoming atmosphere in the absence of an equitable environment and equal chance for everyone to access resources and achievement. As a result, employee engagement, work contentment, and conflict management are made possible by facilitating equity (Tapia & Polonskaia, 2020). Without it, a one-dimensional leader will be in control of making a choice at even the most diverse organization.
An example of necessary equity in the company is Google’s 2025 targets. By the year 2021, the company had increased the percentage of Black+, Latino+, and Native American+ employees in senior positions by 30% (Google, n.d.). The management has been concentrating on more than hiring as they progress toward the representation objectives (Google, n.d.). By adding diversity, equality, and inclusiveness into performance appraisals for all senior president+ positions, they are encouraging allyship and keeping executives responsible (Google, n.d.). Therefore, this not only helps minimize the occurrence of conflicts but also facilitates brand recognition.
Recommendations
Regarding recommendations, the elements of conflict management must be viewed together and not individually. An extended qualitative study might be necessary to find more objective information regarding the essential aspects that contribute to conflict management. Moreover, employees from several companies and institutions of varying sizes might be helpful in evaluating the extent to which diversity, inclusion, equality, and equity help prevent or minimize conflicts within the workplace. In this case, this will allow the researchers and employers to identify what specific tools lead to a boost in employee morale and cooperation.
Conclusion
Hence, the organizational culture will suffer if conflict management techniques and tools are not used, including staff attrition and low team morale. The first tool is diversity, which is one of the core components of every business. Any company must focus on using differences to achieve shared goals rather than trying to avoid them efficiently. Without diversity, the workplace will experience tension and misunderstanding. Inclusion is the second component of the company’s welcoming work environment. Conflicts that often reduce morale and productivity can be resolved more effectively by teams with inclusive leaders. Equal rights are the opposite of inclusion and are essential to dispute resolution. Employees from all backgrounds are brought together by workplace equality, which also welcomes different points of view to the conversation. The fair treatment, opportunity, and progress of every employee inside a corporation constitute the last component, equity. Facilitating equity enables employee engagement, job satisfaction, and conflict management.
References
Anand, R. (n.d.). Leading global diversity, equity, and inclusion: A guide for systemic change in multinational organizations. Berrett-Koehler Publishers.
Cvenkel, N. (2020). Well-being in the workplace: Governance and sustainability insights to promote workplace health. Springer.
Deloitte. (2021). Inclusive leadership imperative. Web.
Google. (n.d.). Racial equity. Web.
Polonskaia, A., & Tapia, A. T. (2020). The 5 disciplines of inclusive leaders: Unleashing the power of all of us. United States: Berrett-Koehler Publishers.
Rogers, K. S., Liau-Hing Yep, C., Algert, N. T., Stanley, C. A. (2021). Conflict management and dialogue in higher education. Information Age Publishing, Incorporated.
Unilever. (n.d.). Strategy and goals. Web.