Methods for solving disagreements. (Booher ,1999).
- Accommodation – one party yields to the other party’s plan. This is and excellent strategy when the issue is more important to one of the parties.
- Compromise – melding both parties desires into an agreeable alternative.
- Overpowering – use in an emergency situation when quick action is necessary for a higher goal.
- Collaboration – joining forces with others to achieve both parties’ goals. This is an excellent alternative when a long-term relationship is involved and buy-in from others is required.
Alternative Dispute Resolution (ADR) and conflict resolution design are innovative systems to resolve disputes between employees (Anonymous, 1999). ADR is a very proactive system. According to The Canadian Manager (1999), “Conflict resolution design refers to proactive development, in consultation with employees, of customized formal and informal processes to address workplace conflict.”
Formal processes include: (Anonymous 1999)
- Facilitation – third party facilitates communication and interest-based resolution in dispute. The facilitator could be a manager.
- Conciliation – third party conveys messages between the parties who are unwilling to meet face-to-face. The third party identifies common interests and re-establishes direct communication between the parties.
- Mediation – a formal process where the third party has no decision making power but helps parties develop common ground rules from negotiation.
- Arbitration – a formal process where the third party renders a decision on legal merits.
Your present outcome on team work disagreements can be improved. Your managers as well as your employees must be proactive with one another. Listen to what co-workers are saying. Communicate, communicate, and communicate.
The benefits of establishing dispute resolution processes are numerous. Your business will find reducing conflict increases productivity, the rate of conflict-related absenteeism will decrease. Commitment to employees will foster trust and loyalty and staff will be held accountable for their actions (Anonymous, 1999).
Your company cannot afford to delay the implementation of a conflict resolution policy. The evidence is clear; the time to act is now.
Anonymous. (1999 Spring). Resolving Workplace Disputes [7 pages], The Canadian Manager. Available: http://proquest.umi.com/pdqweb?Did=00000004038758&Fmt=3&Deli=1&Mtd=1&Idx=42&Sid=1&RQT=309
Booher, D. (1999). Resolving Conflicts [ pages], Executive Excellence. Available: http://proquest.umi.com/pdqweb?Did=000000041232562&Fmt=4&Deli=1&Mtd=1&Idx=27&Sid=1&RQT=309
Cook, C. (2004 May), Rules of Engagement; Tips for playing a winning marketing game. [2 pages] Network Journal. Available: http://proquest.umi.com
DeVoe, D. (1999). Don’t Let Conflict Get You Off Course [ page], InfoWorld Publications. Available: http://proquest.umi.com/pdqweb?Did=0000000043775269&Fmt=1Deli=1&Mtd=1&Idx=2&Sid=1&RQT=30
Jain, S. (1999). Marketing: Planning and Strategy. Cincinnati, OH: South-Western College Publishing.
Meyers, J.R.. (1999). To Build A Team, You’ve Got To Tear Down Walls [ pages], Purchasing. Available: http://proquest.umi.com/pqdweb?Did=000000043827692&Fmt=3&Deli=1&MTD=1&Idx=3&Sid=3&RQT=30
Searle, L. (2002), Has talent, needs customers. [6 pages] Strategy & Leadership. Available: http://proquest.umi.comTweet