Hi, I'm Julie Tietz, and welcome to Conflict Resolution-- Putting the Pieces Together. Today, we're going to talk about how we can still perform conflict resolution processes in the workplace environment, but do so in a way that fits in with the rules and requirements of that organization.
So in a workplace, we know that it operates as a system. So we have components who behave in a certain way. And they're related directly and indirectly and are working together to produce some outcome. So that's how workplaces operate as a system.
So we're all in this system together. We are the components. And we are working towards some end product, which is our work.
And in the workplace there are rules and practices that we abide by. And some of these are formal and written down. So it may be towards policies on the dress code or absences. Those are all formal and they're written down.
And there are also informal rules that are not written down. So maybe rules on how we interact with each other, informal rules on who gets to take a break first, what have you. So these are the ones that are not written down. Workplace operates as a system with rules that are formal or informal.
So now that we've got that down, let's move on to talking about how these rules and practices of the workplace relate to conflict resolution. These workplace rules or practices can dictate conflict resolution processes. And what I mean by that is the rules and practices may tell us how we can select a specific conflict resolution process or how we can implement it.
And some of these rules and practices include the channels of communication within the workplace. So the channels of communication are procedures in which we can communicate information within our organization. So how we address problems, how we address matters within our work. So it's like a chain of command.
So if you had a question about a specific job duty, you probably wouldn't go to the head of the company if there's some middle management in there. So that's what we mean by channels of communication.
And so sometimes this can create conflict. If two people are in conflict together and they can't communicate due to these rules and practices, due to the channels of communication, that can really alter how we are going to go about a conflict resolution process.
There also may be contracts involved. And usually we see that with union workplace environments. So the contract is there and maybe has stipulations in there on how we go through conflict resolution processes. Maybe we can't do mediation and we can only do arbitration. So that's another factor.
Also, we also want to consider the status and roles of the parties within the workplace. So let's say that you are having a conflict with the shareholder or the major stakeholder within the organization. And you are not really on equal footing here because you just started working there. And your conflict is with how they are investing in the company, and what not. And so due to the status and the role of that person, you may not get into a conflict resolution process with them.
Also, a level of appropriateness is a consideration in how conflict resolution processes may be selected in the workplaces. Maybe you don't like the culture or the norms of the workplace. But everybody else in the group seems to be just fine with that. And so either you get on board or you get out. And there's really no place here for conflict resolution in that context.
Another way in which appropriateness could be assessed is if there is possible abuse or sexual harassment. And then we may have to consider whether or not the conflict resolution process is appropriate in that context.
So how as a conflict intervener do we choose a process? Well, for one, we want to make sure that we are choosing a process that can be accommodated to fit the workplace rules. And in some situations, we may want to ask for some exceptions to see if possibly we can work around some of those rules, or possibly even work towards changing those rules. Maybe those rules are getting in the way and causing the conflict to begin with.
So let's take in consideration a little example here on how we can choose an appropriate conflict resolution process, or adapt to it. So we have two people. One gentleman here, he works the morning shift. And this woman here, she works the night shift.
And they really don't cross paths at work, but they're having a conflict with one another over some of the duties that either of them are to performed. And so a lot of the time the conflict is going through their manager and rather not between both of the parties here.
And so we're called in to help resolve this conflict. And a way which we could do this is through conciliation since the parties work opposite shifts. The manager has been going through the channels between each of them.
And so we may choose due to time constraints and conflicting schedules. We may do a conciliation where we talk to each person individually and make concessions. Or, if it's in a union workplace, we may have to go through arbitration as per the contract.
Or maybe we could go through mediation. We could get the parties to come together, which would be ideal where we can work it out together, face to face.
But in some instances, this doesn't always work. So let's say that the parties are in mediation and they can't come to agreement. And the conflict needs to be resolved one way or another.
So we need to switch then to a mediation arbitration where the organization has appointed the conflict intervener to turn their role to mediator to arbitrator, where they will come up with a final decision if the parties can't come up with one themselves.
So let's take a look at our key points now here on conflict resolution and adapting to workplace rules. In a workplace, they operate as a system and have formal and informal rules in which they go by. And these rules can have an impact or dictate how we choose a conflict resolution process.
And as a conflict intervener, we have to select an appropriate process for the situation and also consider those rules and regulations. And also, a conflict resolution can change some of these rules and regulations that are possibly causing the conflict to begin with. And so we may be utilizing conflict resolution for parties. But also those structural or rules that are causing conflict.
Take a look at your key terms here before we go. Feel free to pause and look at them a little closer. Thanks for taking the time out. And I can't wait to catch you again next time.
