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HRM - 543

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Conflict Resolution
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Conflict in workplace: Breaking vs.
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Learning

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MD. AHSANUZZAMAN JEWEL
IUB- 0230022
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1.0 Introduction

Conflict is something inevitable. It is in the workplace just seems to be a

fact of life. We've all seen situations where different people with different

goals and needs have come into conflict. Normally we work in groups and

while working, we relate with our superiors, peers and juniors. While

relating, more often than not, conflicting situations arise which take toll on

our precious time and energy. From classic administration to Public

management distinguished, by using humanitarian guidance and

communication to resolve the conflicts between people who hold different

values and positions in an organization, and in this way brings about

harmony and increase administrative efficiency(Reiney, 1990). Therefore,

understanding and management of conflict become very important. The

traditional paramedic vertical management system has gradually been

replaced by the flat horizontal management system, and where author try

to present illustrations on the practical and strategic sides of conflict

management. A Dual Concerns Model may be suggested to analyze

possible strategy in different conflicts(Tjosvold, 1988), which is commonly

adopted in negotiation(Pruitt and Rubin, 1986). On the other hand,

different focuses on how different conflict resolution styles exist in

workplace & how effectively a manager can use them in different

strategies, and suggested use different type of negotiators(Werthiem,

2002), which makes resolving differences easily(Robin, 2002).

Paper1: “Communication, Negotiation and Conflict Resolution in Public

Management Development”

Author: Soong, Hseik-Wen

2.0 Literature Review

In The Position of Communication and Negotiation in Public Management

section traditional public administration has it that politics should not

interfere with administration, this "politics-administration dichotomy,"

however, generates three weighty problems, firstly it point out, The

serious dislocation of public management with exterior political milieu

makes the administrative units "only know how to execute orders, but

ignorant of their motives.", second problem is The division of labors within

the administrative departments works with the hierarchy in organization

management, and finally the division between public sectors and private

sectors has been blurred. This three problems show that traditional public

administration could not effectively manage daily public affairs. Therefore,

public management, with its emphasis upon public contextual topic

design, multi-purpose decision-making process and humanitarian

leadership, comes into being (Reiney, 1990). It also brings out the

importance of communication and negotiation in the future development

of public management. From the communicative view different types of

communication confront the responsible department when a topic is at

hand by The Roles of Communication by strategic aims of responsible

department and Negotiation in Public Management. Traditional public

administration works with the use of authority in bureaucracy. In this

authoritarian administration, the three "pure types" of legitimate

authorities of Max Weber are the most representative. They include 1.

Legal authority: the authority of the leader is endorsed by law and

protected by law, 2. Traditional authority: the authority of the leader is

endorsed by tradition and custom, 3. Charismatic authority: the authority

of the leader is the obtained through idle worship and blind trust (Weber,

1947:328). Public management distinguished itself from classic

administration by using humanitarian guidance and communication to

resolve the conflicts between people who hold different values and

positions in an organization, and in this way brings about harmony and

increase administrative efficiency. Communication Theory could be

understood by some aspects such as, "prevention," "harmonization,"

"promotion," and "remediation," which are the daily work by nearly every

public manager. To analyses communication more thoroughly, Harold

Lasswell once distinguished five important units of communication: "who

says what in which channel to whom with what effects" (Bryson, 1948).

Schramm's circular model uses the method of context analysis, under the

premise of the circular model and equality communication model, a lot of

analysis concerning communication and negotiation has been affected by

contingency (Lewicki, Litterer, Minton and Saunders, 1994: 17) so that

communication theory becomes a research approach that is extremely

complex and not easily formalized. That's why nowadays a lot of

communication scholars prone to labor on the strategy and skills of

negotiation, instead of on its theoretical basis.

Conflict and negotiation need to be clarified before go further. Three

different definitions of conflict shade lights on the meaning of conflict: 1.

According to Webster (1966), conflict is a "fight, battle or struggle." 2.

Conflict is "the perceived divergence of interest, or a belief that the

parties" current aspirations cannot be achieved simultaneously" (Pruitt

and Rubin, 1986: 4). 3. Conflict is "the interaction of interdependent

people who perceived incompatible goals and interference from each

other in achieving those goals" (Hockey and Wilmot, 1985). To most

people, conflicts represent the struggle, war, discordance, etc. Deutsch

(1973), Folger, Poole, and Stutman (1993) have elaborated on the

research of the elements that contribute to conflicts destructive image,

such as Competitive Processes, Misperception and Bias, Emotionality,

Decreased Communication, Blurred Issue, Rigid Commitments, Escalation

of Conflict. Conflict sometimes could be "productive" (Coser, 1956;

Deutsch, 1973). D. Tjosvold further thinks that conflict have both

constructive and destructive qualities. The objective is not to eliminate

conflict but to learn how to manage it, so the destructive elements are

controlled while the more productive aspects are utilized. The essence of

negotiation is to develop a method for managing conflicts in strategy

(Tjosvold, 1988). Many different disciplines are related to communication

and negotiation theory, for example, psychology, sociology, economics,

anthropology, politics, management science, mathematics are more or

less connected with negotiation theory, so it is highly difficult to establish

a comprehensive negotiation theory. That's why most negotiation

researches focus on strategy more than theory. Pruitt and Rubin utilize
the descriptive framework and propose the Dual Concerns Model (Pruitt

and Rubin, 1986) to analyze possible strategy in different conflicts, which

is commonly adopted in negotiation.

3.0 Methodology

A co-relational research paper where it shows the relationship among

Communication, Negotiation and Conflict Resolution in context of Public

Management Development sector, where develop a communication model

for examine the different functions and set them on a perfect strategy for

resolve conflict resolution which emphasizes public contexts.

4.0 Findings

Traditional public administration could not effectively manage daily public

affairs; "Politics-administration dichotomy", such as serious dislocation of

public management with exterior political milieu makes the administrative

units, where only execute orders, but ignorant the motives of work, then

limitation arises division of labors within the administrative department’s

works with the hierarchy in organization management, and finally the

division between public sectors and private sectors has been blurred.

Competitive Processes, Misperception and Bias, Emotionality, Decreased

Communication, Blurred Issue, Rigid Commitments, Escalation of Conflict

are use as elements that contribute to conflicts destructive image.

Different disciplines effects and relationship with communication and

negotiation theory. Destructive elements are controlled and set a

objective, not only eliminate conflict but make able to learn how to

manage conflict. To analyze possible strategy in different conflicts use a

approach “Dual Concerns Model” which is commonly adopted in

negotiation process.

Paper2: “Managing Conflict in the Workplace”

Author: Julie Gatlin, Allen Wysocki, and Karl Kepner

5.0 Literature Review

In workplace conflict resolution existed in different styles (Bell,

Reynolds/Kalish, Robin, and Wertheim, 2002). Regarding the negotiation

of conflict resolution there are five conflict resolution styles: confront,

compromise, collaborate, accommodate, and avoid are use strategically

by managers (Robin, 2002). Confront approach directly addresses the

conflict and is often viewed as “might makes right” (Robin, 2002), which

usually involves high emotional levels, clear clarity of both goals, weak

relationship, low concern for formalities or fear of punishment, moderate

concerns for traditions, and a moderate self-concept. To get a quick

resolution, with the prevention of further escalation compromise style

may be taken by manager where this approach involves bargaining and

mutually giving up something to reach a settlement(Robin, 2002).

Compromise usually involves high to moderate emotional levels, high to

low skill levels, moderate clarity of both goals, moderate status of the

relationship, win-win attitude toward authority, moderate concern for

traditions, and moderate fear of punishment. Collaborate involves working

together to generate win-win alternatives for resolving issues and Win-Win

attitude toward authority, low concerns for formalities and traditions, and

a high self-concept. Accommodate involves listening and accepting

without resistance. Last style is avoid, which involves not addressing the

conflict. Avoidance is characterized by a controlled emotional level. This

five conflict resolution styles could be used as strategically in three

specific ways to dealing with conflict. Engage strategy & Negotiate

Strategy would be used when the situation allows for confronting,

compromising, or collaborating (Robin, 2002). Do-not-engage strategy is

appropriate when situations allow for accommodating and avoiding. Some

suggested negotiators are the aggressive, the long pauser, the mocking

negotiator, the interrogator, the cloak of reasonableness, Divide and

conquer, the “act dumb” negotiator by (Werthiem, 2002), where using the

five conflict resolution styles and knowing when to use them makes

resolving differences easier.

6.0 Methodology

An exploratory action based research paper which conducts with different

context of conflict resolution strategy. It shows how a manager can take

styles of action in different situation of conflict resolution and how fit a

certain negotiator as in a selective strategy. It explore different context of

conflict resolution in work place.

7.0 Findings

In negotiation of conflict resolution managers can use strategically five

conflict resolution styles: confront, compromise, collaborate,

accommodate, and avoid. Confronting, compromising, or collaborating

styles used engage strategy & Negotiate Strategy and Do-not-engage

strategy is appropriate when situations allow for accommodating and

avoiding styles. Different negotiators use in strategy is resolving

differences effectively.

8.0 Gap Analysis

Some gaps identified from the discussed literature reviews on conflict

resolution of negotiation which are

Gap Analysis
Paper1

This research paper describe all type of effects on conflict

resolution, but not focus on individual or non-group workers and
functional conflict perspective. The communication theory is
extremely complex and not easily formalized. Context of research
paper shows the Conflict sometimes could be "productive". This
context of research which may not work in different changing
condition and many different disciplines are related to
communication theory, but less connected with negotiation theory,
so it is highly difficult to establish a comprehensive negotiation
theory. That's why most negotiation researches focus on strategy
more than theory.
 Paper2
This paper explore all types of conflict resolution styles and the
use of specific strategies on different scenarios, but is that
sufficient for resolve conflict between parties or only work at
controlled environment, is that able to attain the desired outcomes
of learning, and create motivation.

10.0 Reference

Coser, L. (1956) The Function of Social Conflict. New York, NY: Free Press.

Deutsch, M. (1973) The Resolution of Conflict. New Haven, CT: Yale

University Press.

Folger, J. P., Poole, M.S. & Stutman, R. K. (1993) Working Through Conflict:
Strategies for

Relationships, Groups and Organization (2nd ed.) New York:

Harper Collins.

Hocker, J. L. & Wilmot, W. W. (1985) Interpersonal Conflict (2nd ed.)

Dubugue, IA: Wm.

C. Brown Publishers.

Lasswell, H. D. (1948) "The Structure and Function of Communication in

Society," in L.

Bryson ed., The Communication of Ideas. New York: Harper and

Brothers.

Lewicki, Roy, Litterer, Joseph, Minton, John & Saunders, David (1994)
Negotiation. Burr

Ridge, Ill.: IRWIN.

Pruitt, D.C. & Rubin, J. Z. (1986) Social Conflict: Escalation, Stalemate and
Settlement.

New York: Random House.

Reiney, H. G. (1997) Understanding and Managing Public Organization

(2nd ed.) San

Francisco, CA: Jossey-Bass Publishers.

Robin, Daniel. (2002). When to engage, when not to engage. A Daniel

Robin and
 Associates website. Available on the World Wide Web at
[Link] Date visited, March 11, 2002.

Tjosvold, D. (1988) Getting Things Done in Organizations. Lexington, MA:

Lesington

Books.

Weber, Max (1947) The Theory of Social and Economic Organization. New
York: Oxford

University Press.

Wertheim, Professor E. (2002). Negotiations and resolving conflicts: An

overview. A

Northeastern University website. Available on the World Wide Web

at [Link]
[Link]. Date visited, March 11, 2002.