Conflict Resolution in the Workplace Research Paper

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Building Trust and Respect through Constructive Conflict Resolution

One of the most significant advantages of genuine conflict resolution (i.e. through effective communication, validation, and specific methodologies that address underlying causes of conflict) in the workplace is that it typically generates increased mutual respect and trust among coworkers (Blair, 2003; Kinicki & Williams, 2005; Wisinski, 1993). Whereas superficial (i.e. supervisor-imposed) solutions to isolated conflicts tends only to resolve those specific conflicts in the short-term, more in-depth resolutions can eliminate conflicts at a more fundamental level by addressing and actually resolving the underlying sources of those conflicts in principle (Blair, 2003; Kinicki & Williams, 2005; Wisinski, 1993).

The problem is that isolated, superficial, and primarily operational solutions that focus only on the outcome of the negotiation do not address the respective sentiments of the individuals involved (Kinicki & Williams, 2005). Conversely, when more thorough solutions address the underlying issues at the root of conflicts between coworkers, the respective parties are much more likely to come away from the experience with a better understanding of one another as well as increased insight into what elements of their own behavior, communication patterns, and expectations of others might have contributed to the origin of the conflict (Kinicki & Williams, 2005).

Furthermore, to the extent that the specific conflict resolution methodologies employed successfully incorporate effective communications, validation, and processes conducive to mutual trust and respect among coworkers, they are fully capable of achieving genuine solutions that help establish positive long-term relationships among coworkers (Blair, 2003; Kinicki & Williams, 2005; Wisinski, 1993).

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Whether from an individual, work group, or organizational perspective, that type of conflict resolution is preferable to superficial or isolated solutions because only the former can generate a genuinely positive workplace environment with fewer conflicts (Krivis, 2006; Wisinski, 1993).

Conclusion

There is no doubt that the development of conflicts is a natural occurrence in the workplace. There are various specific sources of conflicts but at their root virtually all of them share several key components. Generally, interpersonal conflicts are attributable to lack of awareness or understanding of the perspectives and concerns of others, as well as to the absence of effective communication patterns. Whereas some conflicts relate, at least initially, to ordinary interpersonal differences, others are functions of respective understanding or expectations in relation to vocational responsibilities or respective areas of authority. In the modern workplace, insensitivity or ignorance of diversity issues may also contribute to conflicts.

Regardless of the source and nature of conflict, the vast majority are more effectively resolved through conflict resolution methodologies that address the underlying issues rather than through methodologies that focus primarily on isolated outcomes and the conflicts involved on a one-dimensional and superficial level. Ultimately, the most effective conflict resolution strategies are those that promote better communication though mutual awareness of respective perspective and that provide solutions for systemic sources of conflict in a way that fosters mutual respect and trust among coworkers......

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