Research Papers Conflict Resolution Workplace

A win-lose orientation results in one victorious party, usually at the expense of the other.The win-win orientation is one of the most essential concepts to conflict resolution.Rahim (2002) noted that there is agreement among management scholars that there is no one best approach to how to make decisions, lead or manage conflict.In a similar vein, rather than creating a very specific model of conflict management, Rahim created a meta-model (in much the same way that De Church and Marks, 2001, created a meta-taxonomy) for conflict styles based on two dimensions, concern for self and concern for others.

In the 1970s and 1980s, researchers began using the intentions of the parties involved to classify the styles of conflict management that they included in their models.This kind of mentality can be destructive when communicating with different cultural groups by creating barriers in negotiation, resolution and compromise; it can also lead the "loser" to feel mediocre.When the win-win orientation is absent in negotiation, different responses to conflict may be observed.Some unique challenges arise when organizational disputes involve supervisors and subordinates.The Negotiated Performance Appraisal (NPA) is a tool for improving communication between supervisors and subordinates and is particularly useful as an alternate mediation model because it preserves the hierarchical power of supervisors while encouraging dialogue and dealing with differences in opinion.De Church and Marks (2001) examined the literature available on conflict management at the time and Ni established what they claimed was a "meta-taxonomy" that encompasses all other models.They argued that all other styles have inherent in them into two dimensions: In the study De Church and Marks conducted to validate this division, activeness did not have a significant effect on the effectiveness of conflict resolution, but the agreeableness of the conflict management style, whatever it was, did have a positive impact on how groups felt about the way the conflict was managed, regardless of the outcome.assertiveness) and their concern for the interests of those across the table (i.e.cooperativeness) yielded a particular conflict management style.Pruitt called these styles yielding (low assertiveness/high cooperativeness), problem solving (high assertiveness/high cooperativeness), inaction (low assertiveness/low cooperativeness), and contending (high assertiveness/low cooperativeness).Pruitt argues that problem-solving is the preferred method when seeking mutually beneficial options (win-win).

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  1. Simplex involves an eight-stage process: problem finding, fact finding, defining the problem, idea finding, selecting and evaluating, planning, selling the idea, and acting.