Project #2582 - wcmrs

Please read each post and comment on each individual post. 1 paragraph per post (4 responses) APA format.

1 JC.) As our textbook mentions, the average time spent by 150 surveyed executives dealing with employee conflicts, was about 18% of their time.  This is a pretty large amount of time, and I would imagine that this percentage would be larger if managers or supervisors were surveyed.  Which is why it’s so important that employees who are looking to move up in the company know how to handle various conflicts in the workplace.

If 2 co-workers came to my office because they needed to tell me that they couldn’t work together, then I would take several steps to deal with this issue (assuming having them not working together wasn’t an option).  I’ve listed the steps below:

1.    I would first understand the level of conflict, and exactly who is involved. Also, determining if the level of conflict is interpersonal, intergroup, institutionalized, non-institutionalized, intrapersonal, approach-approach, approach-avoidance, or avoidance-avoidance will also be important.

2.    Then I would analyze their different personalities & styles.

3.    Understanding the relationship between the parties is also important (what levels of each party (from a power perspective), and understand if there is any trust between them.

4.    I would also consider the structural factors; including the stressor drivers & the working environment. 

5.    Lastly, I would need to understand what conflict they already had from a verbal & communication standpoint.

Interviewing both parties will be key in understanding these various areas. Once I fully understand these areas, then I will need to either sit down with them together or separately, to figure our a cooperative way to resolve the conflict and have them work together.  Sometimes just trying to provide the perspective of each of them to the other, may clear up some of the issues.

Collins, S. D., & O, J. S. (2010). Managing conflict and workplace relationships. South-Western Pub.

2 RG.) Dealing with personal conflicts are usually the worst part of a manager’s job.  Aside from being uncomfortable, there are typically a non-value added activity that wastes everyone time.  However, unmanaged and allowed to fester, these conflicts can result in detrimental performance not only for the parties involved by the entire environment they work in.  Below are the ways I would facilitate a resolution.

Individual Discussions:  First I would talk to each as individuals to see if they had the same reasoning for the conflict. These discussions usually end with the truth being somewhere in the middle.

Find a trusted confidant:  If there is someone close to the situation I can trust to provide me a fair 3rd party assessment I will usually seek them out.  Most often this person can provide the detail to decide how bad the situation really is.

Visualize the outcome:  Chaffee describes this technique throughout the text, and I believe it is vital to this situation.  You need to play out the possibilities in your mind and what their outcomes will be. 

Make a decision, don’t deliberate: Waiting too long shows weakness. Once a decision is made stick with it. There are truly only two options. You assess that they can still get the job done, and demand that action (perhaps creating a competition can lead to better performance). Or, you determine the conflict will simply be to detrimental to the project.  In either decision, waiting only prolongs the inevitable.

Live with your decision:  What’s done is done….Of course you can reflect in your own mind, but don’t make it public and let others second guess you.  This is my own point of view, but I don’t observe too many strong managers that have a lot of personal conflict issues that consistently arise.  It always seems to be the weaker, more lenient managers are the ones always dealing with personal conflicts. Again, it’s only my experience, but I think it’s about setting precedence.

 

3 JD.) During this module, we discussed that if a manager needs to intervene in workplace conflict, a thorough analysis of all possible contributing factors should be conducted first so the manager can facilitate resolution. Consider a workplace conflict between two co-workers. They are developing a financial learning series for the organization. They come to your office and feel they cannot work together. From the perspective of a manager, describe the analysis process you would use to consider all possible contributing factors. Thoroughly describe each step in your analysis.

 

Individual meetings- I would want to speak to each employee, one on one, to get their side of the story.  It is important to see where each person is coming from, and what they find to be conflicting, before you can try to solve their issues. I would take notes- maybe these two have totally different personality styles and really shouldn’t be working together.  Maybe there is just a simple miscommunication between them, or maybe they just don’t like each other on a personal level, and that is interfering with their work.

 

Group Meeting- after hearing both sides of the conflict and taking some notes, I would schedule a meeting for the three of us to sit and talk about favorable outcomes.

 

Make a decision- based on the facts on hand and my own observations, I would come up with a solution that would hopefully resolve their conflict and allow them to continue working together.

 

It might also be a good idea to follow up with these two employees- either as another group meeting, or individually.  That way, you can ensure things are still going smoothly, and this could avoid future problems before they got out of control.

 

4 SM.) uring this module, we discussed that if a manager needs to intervene in workplace conflict, a thorough analysis of all possible contributing factors should be conducted first so the manager can facilitate resolution. Consider a workplace conflict between two co-workers. They are developing a financial learning series for the organization. They come to your office and feel they cannot work together. From the perspective of a manager, describe the analysis process you would use to consider all possible contributing factors. Thoroughly describe each step in your analysis.

As a manager, if two co-workers came to my office to inform me that they could not work together, I would consider the impact on the project of this issue first. 

Step 1:  Understand the relationship between the parties.  If I do not understand the working relationship and the personal relationship of the two parties, I would not be able to make a decision on the problem.  Once I understand the relationship between the two co-workers, I would move the the next step.

Step 2:  Individual discussion.  I would have an individual discussion with each party to see if there is any common ground that can be reached.  At this point, I would stress the importance of the project and let them both know that I have confidence in their ability to work past the issue at hand to be successful in completing the important work that they are doing.  Once they both understand the importance of the issue I would move on to the next step.

Step 3:  Group discussion.  At this point I would bring them both together and have a frank discussion about what I have uncovered as the real issue they might be having.  If there is common ground, I will discuss that as well.  I will remove the personalities in the situation and focus on the task at hand.  I would ask them to make an attempt to move past their differences and focus on the project.  From there, I would move on to step 4.

Step 4:  Make a decision.  If the co-workers are truly unable to continue to work together, I would most likely have both of them remove themselves from the project and recruit two other  employees to work on the project.  This would be a last resort however as I feel that most conflicts at work are able to be resolved. 

I actually have had co-workers say that they couldn't work together but after discussion, there has been common ground for them to move past their differences.

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