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BPS201 Conflict Management

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BPS201 Conflict Management

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BPS201 Conflict Management

0 Download2 Pages / 457 Words

Course Code: BPS201
University: ACS Distance Education

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Country: Australia

Question: 

What causes conflicts in workplace and why resolution conflict is important?’

Select a specific conflict situation that is of interest to you. Think of yourself as a conflict resolution consultant, and assume that a key manager has requested a thorough analysis and recommended a course of action to resolve an actual conflict that will make a difference to the future performance of the organization.
Briefly discussing all ideas, approach, literature review that will be used, etc… for the entire project. All points and areas that will be covered in the full project must be in the draft. From the background of the company selected to the introduction, literature review, statement of the problem, the conflict, why the conflict started, the type of conflict, steps to resolving the conflict, and the resolution arrived at, and conclusion. All must be scholarly citations, and use your own words and real-life conflict.
Answer: 

Conflict Management
The research question, in this case, will be “what causes conflicts in workplace and why resolution conflict is important?’
Background
Conflicts within an organization are unavoidable since employees have different opinions, personalities and goals (Kearrin, 2016). As a conflict resolution consultant, there are different conflict solution strategies that a person can use to solve an issue affecting employees. For example, in a situation where employees enter into a conflict because of laziness at work which make some to undertake more tasks than others, one may choose from various resolution strategies which include negotiation, arbitration, problem solve, and persuasion, among others. In this case, problem solve strategy will be appropriate for this issue. The mediator should first identify the cause of the solution, allow both parties to provide their views and then suggest the ways of overcoming the differences.
Findings
According to Kearrin (2016), there are various causes of conflicts and the strategies of addressing them depend on various factors such as the causes, the people involved, the people involved and so forth. From this incidence where employees conflict because of laziness, it is clear that sometimes conflicts are caused by lack of taking responsibilities in the right manner. This incidence shows that although conflicts may be inevitable, use of proper resolution strategies can make managers to minimize the chances of differences in their workplace (James, 2012).  It also implies that the strategies of solving conflicts depend on the nature of the issue being addressed. Kearrin (2016) asserts that there are different types of conflicts which include man vs self, man vs man, man vs society man vs nature, man vs machine and man vs fate/supernatural. From this categories, this type of conflict can be classified as man vs man because it involves human being having a dispute with another human being.
Conclusion:
Although conflicts can be inevitable in workplace because staff members have varying opinions, different perceptions towards work, personalities and goals, ensuring that there is proper conflict management measures can assist in ensuring that employees work with common understanding and hence minimize the level of conflicts.
Predicted/desired outcome
The desired outcome, in this case, is that the workers who conflict because of lack of taking responsibilities in the right manner will have a handshake as a sign of coming into an agreement. According to James (2012), shaking hands between two or more parties during conflict resolution implies that they have agreed to away with their differences and are ready to work together.
References:
James, F. S. (2012).  University Students’ Perceptions of Conflict Resolution.  Journal of International Students, 2(1), 67-78
Kearrin, S. (2016).  Conflict Resolution and Peacebuilding in Laos: Perspective for Today’s World.  Contemporary Southeast Asia, 38(2), 34-45

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