Background
Conflict resolution within an organization is one of the most critical leadership skills that fosters cohesion, enhances work relationships and improves the overall outlook of products and services. In the role play, it is evident that organizational leaders look at employees in a holistic way by providing the correct working environment, assigning roles, training and boosting the skills of workers in order to maximize the their output. According to Behfar, Peterson, Mannix and Trochim (2008), the latter is seen as a perfect way of maximizing productivity and winning employees’ support. However, its application often leads to conflict between management and workers especially when correct communication methods are not used.
Employees form the most important pillar in an organization since they are directly involved in the execution of policies and promoting quality of the services provided to consumers (Hofmann, 2012). It is worth noting that an employee and a leader in an organization should work mutually and in harmony so that they can be in line with demands of an organization’s growth and progress. Dissatisfaction of employees as reflected in the case of Chris, does not merely affect the morale and relations with other employees and leaders in a negative way. It also results into poor growth and development of an organization.
Dealing with the problem
One of the key strategies is to enhance communication within the organization whereby employee and management teams can voice their concerns on matters affecting job performance. In their publication, Behfar et al (2008) point out that communication plays a great role in conflict resolution. Either at a personal or team level, conflicting parties must be able to communicate effectively in solving a given dispute. In particular, leaders should embark on creating important communication lines that allow employees to effectively communicate with their leaders on different issues. They should also propose improvements either at a personal or department level.
Conflict resolution strategies
Identify the real problem
Brownell (2003) indicates that one of the most effective ways of solving organizational conflicts is identifying the main source of the problem. Exploring the root causes of conflicts through communication creates an environment where issues can be addressed. In the case of Chris and JJ in the role play, understanding their dissatisfaction or behavior will provide the basis for meeting and solving their problems.
Brainstorm solutions
Leaders are charged with the responsibility of making sure that poor or lack of employees’ satisfaction is addressed as soon as possible. They should also establish how the latter negatively leads to services quality offered to consumers (Hofmann, 2012). By extensively brainstorming on solutions, they will be able to generate the most effective solutions. Brownell (2003) posits that the intention of brainstorming a solution will not just provide solutions. It will also offer the much-need satisfaction to the conflicting parties.
Provide a win/win solution
Picking a possible win/win solution in any conflict has been considered by several researchers as a core problem solving strategy in the sense that both parties feel contented. According to Behfar et al (2008), leaders in an organization should be able to provide solutions that address existing problems and a means through which the demands of the conflicting parties can be sorted out. In the case of Chris, a win/win solution would appear important because it will provide the aforementioned character with the leadership position while maintaining the elevated position of the new member.
References
Behfar, K. J., Peterson, R. S., Mannix, E. A., & Trochim, W. M. K. (2008). The critical role of conflict resolution in teams: A close look at the links between conflict type, conflict management strategies, and team outcomes. The Journal of Applied Psychology, 93(1), 170–188.
Brownell, J (2003). Developing receiver-centered communication in diverse organizations. Listening Professional, 2(1), 5-25.
Hofmann, P. B. (2012). Fear of conflict: Management and ethical costs—Wanting to avoid conflict is natural but should not inhibit appropriate behavior. Healthcare Executive, 27(1), 58–60.