The title of the module this week is “Managing
Personal Stress and Conflict”. Through our discussion posts, we examined the strategies
to incorporating a life balance in the work place as well as encouraging
diversity and an open dialogue within the organization. The purpose of the blog
this week is to discuss conflict resolution which actually goes hand-in-hand
with encouraging diversity and an open dialogue.
For this post, we first watched two videos addressing
conflict resolution within an organization (the second merely being
continuation of the first in the form of a role-playing scenario). For your
convenience, I have included links to the videos in the references below. The
first video discusses some of the techniques to approaching conflict from a
managerial perspective. Some of the most critical points are to not approach
tasks as an autocrat but rather to persuade your subordinates to accept the
task willingly through empathy and to create a win-win outcome that will allow
both you as the manager and the subordinates to find an acceptable situation (J.,
2008). It is essential to establish realistic goals and timetables. In the
scenario provided, a development firm has plans already approved to develop a
subdivision when a new technique is discovered that will save 10% on
construction costs. The plans will have to be reworked to incorporate the new
technology/technique which will delay another project on a factory. The head
manager discusses possibilities with the head of the architecture department.
In this scenario, we are shown what I would consider to actually be the ideal
way to handle the situation. The manager approaches the head of the
architecture department with an open mind. She is empathetic and is looking for
realistic feedback. She ensured that she understood what he was saying before
she inserted her own opinions and they were able to come to a win-win
conclusion.
(Since this is my own blog, after all, allow me to
break from formality for a moment encourage you to watch Part 2 of the video.
You will see a “textbook” approach to conflict resolution. Though the actors
may still be a few years off from their Broadway debuts, they actually do an
excellent job at showing the ideal approach resolving a conflict with a win-win
outcome.)
As I watched this scenario, a real life example that I
have seen came to mind. Several years ago, I attended a work retreat sponsored
by Strong Bonds. (Strong Bonds is known for their education curriculum dealing
with interpersonal communications and is often used for marriage counseling,
management retreats, anger management seminars, etc. This particular retreat
that I attended was geared toward communications in personal relationships.) Something that I learned that I still remember
and incorporate is the use of a speaking stick. Do you remember reading Lord of the Flies? I had to read that in high school and I
remember the speaking stick being like the conch that they used (Golding,
1962). However, with the speaking stick, the difference is that not does the
speaker get to speak but he (or she) then must hand the stick to the listener
and the listener must repeat back to the speaker how they interpret what they
heard. The original speaker then either must clarify what was said or agree
that the listener fully understands the point. Then the process is repeated in
reverse. As silly as it may look, this particular method works wonders in
conflict resolution.
Being in the Army, I work in an environment where
rank, experience, and tradition often seem to trump open dialogue. However, as
a recruiter, I now work in an environment where there are no junior enlisted
members. Everybody has experience and has been vetted. Though I don’t have a
physical stick that I use, this is still a technique that I attempt to
incorporate in my work center. A couple of weeks ago, there was a situation
that arose where I was able to use this. I will leave names out as many of my coworkers
are kind enough to read this blog and provide feedback but we had a situation
that one of my coworkers felt was unfair. We receive individual credit for our
applicants that we help contract into the Army. There was an applicant that was
under another recruiter’s name that was on leave. When this applicant came to
the office, though, other than a small note saying that a recruiter had
contacted this applicant through another lead source, no work had been done. The
applicant didn’t know anybody in the office so I walked him through the
process. I spent about 15 hours in total building his packet and helping him to
process so, since I did the work, I transferred him to my name. My coworker
thought that this was very unfair. The tension of the conversation was
escalating. It was clear that the conversation was turning to an argument. As
the “boss”, just as in the scenario that we watched, I was able to dictate the
outcome. However, though my coworker is subordinate and would comply with my
decision, I wanted to ensure that we met a reasonable resolution. I used the
talking stick approach (only without a stick, of course). I let him be the
first speaker. I actively listened to his concerns. Then we swapped roles. He
listened to what I said and, though he initially didn’t understand, I was able
to clarify until we both understood one another. Instead of being at odds with
one another, we came up with a win-win situation. I kept the applicant under my
name and received credit for the work. In return, another new applicant was transferred
to the recruiter that had been on leave to ensure that he would have a foundation
for the next month.
In her article in the International Journal of Peace
Studies, Naomi Head addresses the role of empathy in conflict resolution (2012).
She notes that empathy does not guarantee a solid resolution but at least
promotes mutual respect and trust. Though conflict may still persist, it is
important that we seek first to understand and then to be understood.
Golding, W. (1962). Lord of the flies. New York: Coward-McCann.
Head, N. (2012). Transforming conflict: Trust,
empathy, and dialogue. International Journal of Peace Studies, 17(2), 33-55.
J. (2008). Conflict Resolution - Part 1. Retrieved
June 13, 2016, from https://www.youtube.com/watch?v=P2GWmDUKF3o#t=12
J. (2008). Conflict Resolution - Part 2. Retrieved
June 13, 2016, from https://www.youtube.com/watch?v=Vga7bhGd5dI
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