Workplace conflict and negotiation are common due to the difference in beliefs, cultures and background. As a result, workplace conflict hampers the working environment and the progress of the company and needs to be resolved by effective negotiation. This work includes a literature review of conflict and negotiation along with a diagnostic tool for ensuring effective management of conflict and negotiation and suitable recommendation.
Disagreement among the individual results in conflicts. As commented by Sonnentag, Unger and Nagel (2013), conflicts among the individuals arise due to different working style and preferences. However, as argued by Katz and Flynn (2013), conflicts might also arise due to the difference in individual beliefs, background, ethical and religious beliefs. Conflicts at the workplace are evident as workplace consists of individuals from different background and beliefs. Thus, it is difficult for the individuals to keep aside their personal agenda and preferences and consider the viewpoints of everyone at the workplace. This is the main reason for disagreement among the individual employees thereby, resulting in conflicts. According to Saundry et al., (2014), conflicts hamper the workplace environment along with the progress of work. However, as argued by Choi (2013), conflicts also provide an opportunity for sharing ideas and preferences and selecting the best out of it.
Disagreements and conflicts are frequent in the workplace, as it constitutes of individuals with distinctive personality and beliefs. As commented by Schmitt et al., (2014), poor communication leads to conflict, as this prevents the individuals to have clear communication. As a result, the unspoken words and messages led to conflicts in the workplace. However, as argued by Friedberg et al., (2013), the difference in values and personalities are the main reasons for workplace conflicts. Each individual has distinctive characteristics and beliefs that result in disagreement at a certain point while working together. Thus, the individuality of the employees results in conflicts at workplace due to which it is difficult for the individuals to carry on with different ideas. Competition is also another factor resulting in conflicts, as the individual tend to compete with each other for career progress (Allen et al., 2013).
The different types of conflicts include functional conflict, dysfunctional conflict, task conflict, relationship conflicts and process conflict. As commented by Horton, Bayerl and Jacobs (2014), disagreement by the group in order to achieve the organisational goals and objectives is known as functional conflicts. As a result, a better alternative is always selected for achieving the organizational goals. However, as criticized by Selvarajan, Cloninger and Singh (2013), dysfunctional conflicts hamper the achievement of the organizational goals, as this increases group cohesiveness and autocratic leadership. Additional conflicts include process, relationship and task conflicts, as the individual employees have different methods of completing a task. Thus, disagreement among the employees at workplace results in conflicts.
The Karl Marx theory of conflict highlights that the society is in a continuous state of perpetual conflicts due to competition and limited resources. Intense and fierce competition is noticed at workplace among the employees due to their inner drive of success and career progress. According to the theory of ideology of Karl Marx, the dominant class on the lower class imposes the rules and that each class has their distinctive ideology. Thus, conflict is evident as the individuals have a different set of ideas and imposing their ideas on the other class results in disagreement (Alexander, 2014).
The concept of Thomas Kilmann model of conflict is based on assertiveness and cooperativeness. The factors include competing, collaborating, compromising, avoiding and accommodating. The competing factor is assertive, as the individuals continue own preferences at the expense of other individuals thereby, resulting in conflicts. However, on the contrary, accommodating highlights being cooperative that allows the different individuals to accommodate the nature and habit of other employees while working together. Avoiding is both unassertive and uncooperative, as the situation remains unresolved. Collaboration helps in being assertive and cooperative, as this highlights the concept of working as partners (Rassi & Asadzadeh, 2015).
As conflicts hamper the workplace culture, environment and progress, it is essential to manage conflicts effectively. As commented by Ajayi and Buhari (2014), changing the overall structure is one of the effective methods of managing conflicts. One of the most effective methods of conflict management is to identify the reason for conflict among the team member. Identifying the reason will help in better understanding of the issue and resolving them. Additionally, encouraging the employees to investigate their reactions to the conflict helps in identifying own faults and issues resulting in conflict. Thus, the employees can accommodate and collaborate in order to resolve the conflict by finding a common path of working together (Stepanova & Bruckmeier, 2013).
As commented by Maxwell et al., (2013), the concept of negotiation highlights the discussion aiming towards reaching an agreement. Thus, negotiation helps in resolving and settling conflicts by coming to a combined settlement of completing the work. By negotiation, the employees at workplace settle their differences by compromising and agreeing at a certain point. Thus, negotiation helps in accomplishing the best outcome possible for settling individual preferences. The individuals share their varied concepts, ideas and opinions from which the best outcome possible is selected for completing the job successfully. Negotiation provides an opportunity to accomplish the organizational goals and objectives successfully by individual contribution and effort.
As negotiation helps in settling individual preferences, factors such as authority, credibility, information, time and emotional control. As commented by Bollen and Euwema (2013), negotiation needs to end in a successful settlement in spite of starting deliberately. Thus, authority and power are necessary for making the negotiation successful. However, as argued by Amanatullah and Tinsley (2013), credibility in terms of mutual confidence and trust affects negotiation largely. The individuals need to have mutual trust and confidence in order to negotiate and reach a final settlement. Another factor affecting negotiation is adequate information, as negotiation proceeds based on facts along with past and present data and trends.
The different phases of negotiation include investigation, determining the best alternative to a negotiated agreement, presentation, bargaining and closure. Investigation helps in gathering relevant information that is given rise to the conflict and requires negotiation and settlement. This phase is important as investigation helps in understanding the main reason for conflict and get into a settlement (Hoque & Bacon, 2014). Next, determining the best alternative to a negotiated agreement is essential, as this helps in coming to a settlement by considering the facts gathered from the investigation and the varied perspectives. The best alternative to the negotiated alternative is presented as all the individuals need to agree to the new alternative. Bargaining provides an opportunity for each individual to share his or her goals and objectives based on the negotiation that is finally closed after settlement (Holmes & Stubbe, 2015).
From the Johari Window test, the qualities that describe my relationship with others and myself best includes able, helpful, loving, observant and trustworthy. The result from the test highlights my ability to help others by considering the viewpoint and opinions of others. This nature helps in better conflict management and ensures negotiation due to the trustworthy and helpful nature. From the literature review and the test results, the strengths include the observant and helpful nature. During the conflict, the strengths provide an opportunity to consider the viewpoints and perspectives of others and come to a settlement without being bias. However, on the contrary, the loving and trustworthy nature is a weakness, as this emotionally thereby, resulting in conflicts and coming to a settlement.
The Thomas Kilmaan Questionnaire suggests a competing personality. This is because above assertiveness and below average cooperation trait is highlighted in the trait. As a result, conflicts with the fellow employee are evident, as I prefer things to do in my way and prefer not to compromise (academic.engr.arizona.edu, 2018). From the literature review and the test results, the strengths include being competitive. This provides an opportunity to take an initiative in tasks by taking a lead. As a result, I am able to share my viewpoint and opinion for completing a task. However, on the contrary, my competitive nature is also a weakness, as this gives rise to conflicts and makes it difficult for negotiation. Due to my competitive nature, it is difficult to consider the viewpoints and opinions of fellow workers and being extremely vocal that eventually leads to dominant nature. Difficulty in considering, compromising and adjusting leads to conflicts among the fellow workers. Additionally, the competitive nature also makes it difficult to get to a settlement. This is because it is difficult to agree with others viewpoint and opinion by compromising own opinion and perspectives.
According to the The Big 5 Personality Test, I am moderate to openness, extra venison, agreeableness, and neuroticism and high in conscientiousness (www.truity.com, 2018). From the literature review and the test result, it can be said that high conscientiousness is my strength. High conscientiousness allowed me to be extremely disciplined and highly controllable that helps in achieving of goals effectively. High conscientiousness ensures success professionally and less likely to get distracted. High level of self-control provides great opportunity in resisting impulses and implements a neat and organised approach to work. This trait helps in effective negotiation and coming into a settlement thereby, resolving conflicts. Additionally, extraversion nature is also strong, as this provides an opportunity to seek motivation and influence results. On the other hand, neuroticism is a weakness, as this leads to negative emotions that result in conflicts and hampers negotiation.
From the identified weakness, the two areas of improvement include competitive and neuroticism nature.
|
Steps |
Method |
Time |
|
v Identifying the own emotions v Expressing the feelings v Challenging the negative thoughts v Labelling the insecurities v Asking for feedback v Creating positive alternatives |
v Acknowledging the emotions by being aware of the feelings and noticing the triggers of negative emotions v The feelings can be expressed by talking to fellow colleagues and consulting therapists. v The negative thoughts can be challenged by changing the way of self-talking v The insecurities can be labeled by showing up the habits, emotions, beliefs and defenses v Asking for feedbacks will help in analysing own improvement v Positive alternatives can be created by picking out the work things of the events and learning from it |
v 1-2 months v 2-3 months v 3-4 months v 4-5 months v 5-6 months v 6 months |
|
Steps |
Method |
Time |
|
Admitting the individual competitive nature v Recognizing the sign of success v Committing to having a character v Being less dominant v Considering other’s perspectives v Being patience |
v This will help in realising the level of individual competitiveness v This will help in determining the effective level of competitiveness v This can be done by committing to a better person by continuing honour and respect v This can be achieved by lowering the nature of competitiveness by valuing others v This can be done by listening to others and considering their opinions v This can be done by self-talking and consult a therapist |
v 1-2 months v 2-3 months v 3-4 months v 4-5 months v 5-6 months v 6 months |
Conclusion
In this literature review, it can be concluded that conflicts are common while working together at workplace due to individuals with distinctive personalities, nature, habits and attitudes. Thus, conflict among the individuals arises due to disagreements, as individuals find it difficult to keep aside their personal agenda, habits and beliefs and consider other perspectives. Thus, negotiation is necessary in order to resolve the conflicts among the employees. Negotiation provides an opportunity to come to a settlement by considering the opinions and viewpoints of all the associated individuals. This work also includes the personality results of The Big Five, Johari Window and Thomas Kilmann Conflict Questionnaire that is compared with the literature review. Additionally, suitable recommendations are provided for improving the competitive and neuroticism personality trait in terms of conflicts and negotiation.
References
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Alexander, J. C. (2014). The Antinomies of Classical Thought: Marx and Durkheim (Theoretical Logic in Sociology) (Vol. 2). Routledge.
Allen, T. D., Johnson, R. C., Kiburz, K. M., & Shockley, K. M. (2013). Work–family conflict and flexible work arrangements: Deconstructing flexibility. Personnel Psychology, 66(2), 345-376.
Amanatullah, E. T., & Tinsley, C. H. (2013). Ask and ye shall receive? How gender and status moderate negotiation success. Negotiation and Conflict Management Research, 6(4), 253-272.
Bollen, K., & Euwema, M. (2013). Workplace mediation: An underdeveloped research area. Negotiation Journal, 29(3), 329-353.
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Friedberg, M. W., Chen, P. G., Van Busum, K. R., Aunon, F. M., & Pham, C. (2013). Factors affecting physician professional satisfaction and their implications for patient care, health systems, and health policy. Rand Corporation.
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