Resolving workplace conflict
Article Number 1
Name of article: Resolving workplace conflict: to overcome disagreements and build a cohesive team, a manager must understand what causes conflicts
Name of author: William Cottringer
Name and date of publication: Gale Group, July 2006. Retrieve June 9, 2007 from the database of Questia.
Resolving workplace conflicts needs better and objective decision making and experienced managerial views on competing agenda among employees and of the organizations different divisions. Managers sometimes tend to implement unwise resolutions with implied favoritism because of the need to facilitate conclusion for the sake of closure. This will lead them to fix organization problems within the sphere of superficial understanding and apparent lack of insight and comprehension on the matters of emotions and sociology governing the case. It is but a common mistake to misconstrue the concept of individualism and the uniqueness of each employee and of each case. The theme is to treat each conflict with renewed understanding within the context of the applicable corporate ethics and guidelines and of the persons involved in the case, serving each case as separate and not alike.
Managers need to listen to feedbacks and responses from employees literally taking each word as they hear it. A use of a word would mean accurate presentation of emotions and ideas signifying intentions considered as abstract preliminary presentation of the subject being contested. Stressing the importance of team building to support corporate objectives desires solicitation of help from other employees to help resolve operations conflict on a creative compromise labeled on motivating practice of personal empathy and team work to achieve goals.