Applied Business and Management Research: Exploring the principles and practice of research in Africa
Conflict negotiation intervenes directly in the relationships of power, authority and influence within the group French and Bell It is easier to resolve or help resolve a conflict stemming from a clash of interests. It is more difficult to deal with a conflict that emanates from a clash of values. And it is even more difficult to handle a conflict in which at least one party's basic human needs are not satisfied. That is why such conflicts usually are deep-rooted and intractable. The change effort is directed at the work relationships among members. The technique is an imposed structure for controlled negotiations between parties in which each party agrees in writing to change certain behaviours in return for changes in behaviour by the other.
The behaviours relate to the job. I am referring not only to the conflict of the management-versus-union kind but also to more widespread symptoms of 'them and us' that appear in organisations going through rapid change. Conflict can appear in many situations - for example, during restructuring, when two organisations merge, or when problems occur between a company and outsourcing partner.
When organisations fundamentally change the way they operate, shifts in power and conflicts of interest are not only likely - they are inevitable. These differences can be healthy for an organisation and its members, or they can sap energy from the people involved, and result in missed deadlines, increased costs, and broken promises to customers and other stakeholders.
To reduce the opportunities for conflict long-term the following organisational values can be introduced and constantly re-stated:. Use the test below to assess whether a conflict is being approached positively or is becoming unhealthy.
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If there is a 25 per cent difference between the current situation and your desired state, there is a problem to address. Do not assume that your assessment is self-evident. A programme such as this will never get off the ground unless enough key stakeholders agree there is a problem with the relationship, not merely with performance.
It is also important not to delay taking action. When relationships have deteriorated beyond a certain point, the downward spiral builds its own momentum and is unlikely to get better without positive intervention. On a scale of 1 to 10, where 1 represents serious conflict and 10 represents total cooperation, assess your organisation on each of the scales below.
Mark each scale with an X for the current situation, and a O for your desired state. If there is a 25 per cent difference in the totals, then your organisation has a problem to address. These should work with the group to resolve the conflict. They should be people from outside the teams involved with no bias or vested interests other than to achieve a positive outcome. Whoever you choose will have their impartiality questioned. So if their position, reputation or behaviour indicates any allegiance, their effectiveness will be severely handicapped and they are likely to become part of the problem rather than the solution.
The facilitators will be unable to influence fundamental issues that only top managers have the power to change. People will also question the validity of the programme unless it has visible backing from senior managers.
In addition, symptoms of conflict at operational level are often related to a negative interpretation of messages coming down from the top of the organisation. Meet the team members and set the context for the work to come. This involves making it clear that the facilitator's role exists first to address the breakdowns in relationship that are preventing progress, and second to help create working methods that promote co-operation.
Facilitators should expect to encounter mistrust initially. They must show that they are not there to apportion blame, and should avoid billing themselves as experts whose job it is to tell everyone what they've been doing wrong up until now. Arrange for facilitators to meet each individual in a private setting, to discuss how the situation affects them personally.
This will build trust between team members and facilitators, which is vital when dealing with emotional issues. The challenge here is to create empathy without bias one way or the other.
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It can be tempting to sympathise with someone's dilemma or to become critical of his or her behaviour - either of which will compromise neutrality. Conflict resolution is a truly multidisciplinary field. It is an amalgam of psychology, philosophy, political science, sociology, anthropology, law etc.
Which elements are or should be the dominant ones, depends on the situation at the time and those involved in the conflict. However, the psychological aspects appear to be a little more important than other aspects. Therefore, it is important to pay more attention to the psychodynamics of conflict and its resolution. Bring the whole group together to clear the air and explore the conflict from different perspectives.
This is the most difficult of the process and should be led by someone highly skilled and experienced at this type of work. Each situation is unique and people's reactions are unpredictable. De Bono identified the use of 6 hats, using one hat at a time:. It is naive to think that everything will suddenly change when the barriers start to come down; but it is the prerequisite for moving forward to the next stage. This involves gaining an emotional commitment to ditching 'old baggage' and to working together to move forward.
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It also involves a practical commitment to creating:. Old baggage can quickly reappear if people feel that one particular person or group is setting the future direction. Their availability will be displayed on their office doors so you can make an appointment or drop by to see them if they have any concerns about their studies.
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To give you the best chance of securing a great job when you graduate, our Careers and Employability service will help you find relevant work experience during your course. We can help you identify placements, internships, voluntary roles and freelancing opportunities that will complement your studies and enhance your CV. During his career he's worked for many organisations, including: Nicholas has extensive expertise within the fast-moving consumer goods FMCG industry, working with entrepreneurs and firms from small and medium-sized enterprises to multinational corporations.
His research explores innovation policy and how firms manage innovation, and has published more than 50 articles on the subject, in various journals. David is Professor of Small Business and Enterprise Development at Portsmouth Business School, and has had more than 80 articles published in refereed journals. He has also given more than 40 conference papers and had a number of chapters in edited books.
She has undertaken commissioned research and consultancy for a number of government agencies around the world including Austria, New Zealand and the OECD. Martina is currently co-editor of the International Journal of Entrepreneurial Behaviour and Research. Xiaoti specialises in social and sustainable entrepreneurship in China. His engagement with business and entrepreneurship includes exploring business opportunities for Chinese and African entrepreneurs, creating entrepreneurial projects for poverty alleviation in Africa, and conducting research on CSR in Chinese SMEs.
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