One of the last conflicts that occurred at work was a dispute with a colleague regarding the fact that I noticed how he did not fulfil a number of his duties. The conflict arose on this basis, which led to the fact that all employees had a minor deduction from their salaries for not meeting the established indicators. Due to the fact that I did not want to spoil the relationship with a colleague, and his misconduct was noticed only by me, an attempt was made to discuss the problem that arose. It is worth noting that this employee reacted quite hot-tempered and conducted the conversation relatively aggressively. However, on the other hand, it was clear that it was complicated for him to make a decision about taking the blame on himself. He caused the avoidance of performing specific duties by fatigue and stress. Thus, in the middle phase of the conflict, I had to make decisions aimed at smoothing out the conflict and striving to come to a compromise.
Conflict Mechanisms
Within the framework of the conflict that arose, various mechanisms significantly influenced what decisions had to be made. It should be said that the conversation was built on intrapersonal methods of interaction with a person. They are used in such a way as not to cause a defensive reaction on the part of the opponent, which will allow the other side to convey their point of view more competently (Bazerman & Moore, 2013). This is a way in which the desire to change a person’s attitude to a situation is done not through accusations or demands, but through finding mutual interests. However, it should also be said that people tend to make decisions that correspond to the point of view of someone in a problematic situation of choice (Knowledge at Wharton, 2016). Considering all the factors that the colleague faced, that is, his socio-financial situation, it was difficult to insist on trying to convince him of his guilt.
On the other hand, we managed to reach an understanding through cooperation, which is one of the main techniques of behavior in conflict. In this case, both sides try to work together to find solutions to the problem, without considering each other as rivals. This works best when there is some interdependence between the two sides of the negotiations, which is determined by the importance of the outcome of the dialogue and its impartiality (Bazerman & Moore, 2013). Thus, it should be noted that the conditions that arose in this conflict had a strong influence on taking the side of a colleague. This is because he had a difficult situation, which justified the events that had occurred to some extent. In addition, an important factor was the sincerity of a colleague’s behavior, for whom relationships with other employees also remain essential, but he also cannot incur financial punishment (Knowledge at Wharton, 2016). Accordingly, there was a greater desire to clarify another person’s position in this case.
Conflict Negotiation Style
In my opinion, it is necessary to note the fact that I have enough collaborative conflict negotiation style. This negotiation method is most often used to resolve conflicts between people, groups, and organizations interested in each other and do not want to spoil relations because of some personal disagreements (Benoliel, 2021). At the same time, it should be remembered that the essence of soft-style negotiations is not to meet the opponent in everything and make any concessions. An essential characteristic of this negotiation style is to remove the tension in relations that has arisen due to differences on some issue. Certainly, with this method of negotiation, decisions are often made in an effort to meet the expectations of another person.
However, there is no need to say that this leads to ignoring one’s own interests. If we consider the situation from all sides, then, in this case, maintaining a relationship with a colleague is a higher priority goal. Decision-making in such conflict situations is associated with the desire to understand the motivation to perform a particular action (Benoliel, 2021). In addition, actions from my side with this style of pre-negotiation are based on empathy and the hope that a person will be able to realize the wrongness of his act himself (Iyer et al., 2022). Thus, it is possible to change the approach if such a situation repeats itself and more strongly harms my own interests.
Sometimes, on the contrary, the partner’s compliance awakens the other side’s desire to achieve as much as possible, and they begin to shamelessly use this compliance, going far beyond the zone of disagreement. However, “softness” should not be perceived as absolute compliance, and it does not mean compliance in everything (Benoliel, 2021). By making certain concessions to the opponent, it is possible and necessary at the same time to firmly adhere to some of the views and beliefs (Iyer et al., 2022). Accordingly, the decision-making is also based on the desire to offer a partner a different, more acceptable behavior option from my point of view. It can correct the consequences of the incident or, if the incident can no longer be changed, should be carried out in other similar cases.
References
Bazerman, M. H., & Moore, D. A. (2013). Judgment in managerial decision making (8th ed.). Wiley.
Benoliel, B. (2021). What’s your conflict management style? Walden University. Web.
Iyer, E. S., Weinberg, A., & Bagot, R. C. (2022). Ambiguity and conflict: Dissecting uncertainty in decision-making. Behavioral Neuroscience, 136(1), 1–12. Web.
Knowledge at Wharton. (2016). Feel the pain: How conflict influences decision-making [Video]. YouTube. Web.