There is an inherent power imbalance between managers and their direct collaborators, which can make it difficult to manage conflicts between them. However, with patience and understanding, supervisors and supervisors have the opportunity to resolve these disagreements. Conflicts in the workplace can arise when two or more parties have different goals, opinions, or styles. Conflict resolution is the art of addressing these differences and finding common ground that allows everyone to work together peacefully. Sometimes the person resolving a conflict may be a neutral party or mediator, while at other times it is someone who is involved in the conflict and takes an outside perspective to find a solution. Some conflicts are essentially arbitrary, meaning that it doesn`t matter who „wins,” only that the problem is solved so that everyone can get back to work. 14. Where conflicts cannot be avoided completely, as has been said, the opportunities to experience them are generally higher, especially in complex social contexts where large differences are at stake. It is precisely for this reason that talking about conflict resolution becomes fundamental in ethnically diverse and multicultural work environments, in which not only „regular” work disagreements can arise, but in which different languages, worldviews, lifestyles and, ultimately, value differences can also diverge. But some conflicts reflect real disagreements about how an organization should operate. According to the Cambridge Dictionary, a basic definition of conflict is: active disagreement between people with opposing opinions or principles. Conflicts such as disagreements can arise at any time and are an integral part of human interactions. The nature of the conflict and its severity may vary in terms of content and severity; However, it is impossible to avoid it completely.

In fact, the conflict itself is not necessarily a negative thing. When managed constructively, it can help people stand up for themselves and others, grow, and learn to work together to reach a mutually satisfactory solution. But when conflicts are mismanaged, it can lead to anger, hurt, divisions, and more serious problems. By following the model, group members balance their concern to satisfy their personal needs and interests with their concern to satisfy the needs and interests of others in different ways. The intersection of these two dimensions ultimately leads individuals to show different styles of conflict resolution. [10] The dual model identifies five, with number four being the goal of completing the cycle and shedding light on the problem in question. The styles or strategies of conflict resolution that individuals can apply depend on their willingness to pro-self or pro-social goals. Sarah regularly cleans the shared fridge in the break room. One day, she unknowingly throws Away Martin`s remains. The next day, Martin discovers that his food is missing and bursts out with Sarah. She replies that he should have clearly marked his food. The two leave this exchange angry: Sarah feels undervalued for the work she does to clean the office, while Martin feels that no one respects his belongings.

If this method is not well managed and the time factor becomes the most important, the situation can cause both parties to be unhappy with the outcome (i.e. a lose-lose situation). Moreover, it does not contribute to long-term confidence-building and may require further monitoring of the nature of the partially satisfactory compromises that have been reached. Personal differences such as values, ethics, personalities, age, education, gender, socio-economic status, cultural background, temperament, health, religion, political beliefs, etc. Thus, almost all social categories that serve to distinguish people can become an object of conflict if they deviate negatively from people who do not share it. Clashes of ideas, decisions or actions. Conflict occurs when people do not share common goals or common ways of achieving a particular goal (e.B. different work styles). Conflicts also occur when there is direct or indirect competition between people or when someone feels excluded from a particular activity or from certain people within the company.

Lack of communication or miscommunication are also important reasons to trigger conflict, misunderstand a particular situation, and create potentially explosive interactions. Roger Fisher and Danny Ertel call this alternative their BATNA – Best Alternative to a Negotiated Deal. You can read more about BATNA in his book Getting Ready to Negotiate. . There may be times when, despite your hard work and goodwill, you cannot find an acceptable solution to your conflict. You need to think about this possibility before starting negotiations. When will you decide to leave the negotiations? What are your alternatives if you disagree with your opponent? Examples of employee conflicts include: Collaboration is trying to work with the other side of the conflict to find a win-win solution to the problem in question, or at least finding a solution that best addresses the concerns of both parties. The win-win approach sees conflict resolution as an opportunity to achieve a mutually beneficial outcome; and that involves identifying the underlying concerns of opponents and finding an alternative that addresses each side`s concerns. From this point of view, the most desirable result is to try to solve a problem for all partners.

Relational dialectic (RTD) theory, introduced by Leslie Baxter and Barbara Matgomery (1988), explores how people in relationships use verbal communication to manage conflict and contradiction as opposed to psychology. This concept focuses on maintaining a relationship even through the contradictions that arise and how relationships are handled through a coordinated conversation. RTD assumes that relationships consist of opposing trends, are constantly changing, and that tensions arise from intimate relationships. It is important that you think about your alternatives to the solution from the beginning of the negotiation process and that you always have your best alternative somewhere in mind. If you are considering possible deals with your opponent, compare them to this „best” alternative. If you don`t know what the alternative is, trade without all the necessary information! So far, we have talked about how to negotiate with a fairly reasonable opponent. However, you must be willing to negotiate with all kinds of adversaries, both reasonable and unreasonable. What if your opponent was more powerful and influential than you? What happens if they refuse to meet or talk to you? Conflict and conflict resolution can be distracting for others. Find a place where you can work on the problem privately. Participants in conflict resolution should have equal seats. Consider having water available during the conversation.

There are seven steps to successfully negotiating the resolution of a conflict: Altman, D. et al. . . .