Negotiation. To resolve conflicts, you can and should rely on the same principles of collaborative negotiation that you use for account development. For example, they should aim to examine the interests underlying the parties` positions, such as the desire to resolve a dispute, for example. B, without gaining negative publicity or repairing a corrupt business relationship. Also, determine your best alternative to a negotiated deal or BATNA – what you will do if you don`t get an agreement. B, for example, finding a new partner or filing a lawsuit. Brainstorming options and finding compromises on topics can allow you to negotiate a satisfactory outcome of your dispute without the help of outside parties. 2. Conflict Management Program Documentation Problems of tension and interpersonal conflict can create an emotional burden for staff, politicize the workplace and divert attention from the organization`s mission. If employers do not act, conflicts degenerate into major problems, complaints of discrimination and harassment could increase and the employer`s image could be tarnished. Other possible consequences of non-management of conflicts in the workplace are: in general, it is wise to initiate less costly and less formal dispute resolution procedures, such as negotiation and mediation, before larger financial and temporal commitments, often demanding in arbitration and litigation, are made.
Conflict resolution training can further enhance your ability to negotiate satisfactory solutions to your differences. We cannot always solve tomorrow`s problems today, but we can prepare to be flexible in everything that happens. To do this, a process for dealing with future issues or conflicts in the area of resolution is discussed and described. Start with the question: what do you want to see if new problems arise? It may seem a bit “hot and fuzzy” and it`s certainly not easy to achieve. It requires patience and very good listening and team skills. But the results are worth it. After the “tense back edifice” hubhaha, the plant manager (with some good coaching) and the union was better in managing the agreement. A few months later, the plant manager raised the issue of complaints that resulted in payments to employees that were ignored during the overtime distribution. In the past, this issue would certainly have led both sides to get in their heels. But in this case, they kept talking. Discussions were not easy or brief, but they led to a contract-compliant approach to overtime allocation, reduced complaints and reduced payments for overtime mismanagement. Employers who apply a system that allows parties to resolve disputes within the company encourage employees to avoid costly and time-consuming external litigation.
Organizations generally have several opportunities for employees to develop interpersonal or organizational differences. The existence of a complaints system can also improve employee work ethic, as employees feel they have options to continue resolving disputes. See Don`t Just Quash Conflict — Resolve It. HR professionals are often involved in resolving labour disputes, especially when employees and their superiors cannot find a solution. If HR does not resolve a conflict, an external specialist may be needed to find a solution. See Viewpoint: The Art and Science of Conflict Management. After the stress and tension of the negotiations, followed by the release of an agreement, it can be unpleasant to try to move forward and anticipate future implementation problems.