Collaboration is the key term this paper addresses. As the collaborative effort continues in class, the group is experiencing an impasse of sorts.Dr. Twining has performed the services of a facilitator and as a negotiator by informing the class of what parts of project need realizing, the time line of completion, where it is to occur, and how it is to occur.She has reiterated points that were not initially clear, and is available for questions and clarification when called upon. Other tasks observed were summarizing the discussion for the members, reviewing at the next class meeting what was discussed in the previous one, and the tasks for that evening’s class.While managing the group, she has had to redirect and clarify her understanding of our questions to make sure all parties understood the whole project. Our group split up into smaller groups and redirection was called into play.

While Dr. Twining made the role of facilitator/negotiator appear deceptively easy, the fact of the matter is that facilitating groups, project, and personnel are not for the amateur.It takes a lot of energy and focus on the members of a group (or an individual) to maintain calm, monitor for potential conflict, and manage the different personalities and make up of class members.

                    The ability to hone skills relating to human interactions is a learned and practiced one.Human resource departments perform functions and tasks that require use of these abilities to conduct personnel business.Through training and staff development, they teach skills to management so they can mediate with employees effectively. This paper explores methods and provides guidelines that assist managers and leaders in dealing with conflicts among workers. Topics cover human resource issues such as employee termination, retention, and communication.Examples of various methods are explained and context is provided to demonstrate the appropriate use of each strategy.

Stueart and Moran (1998) report that personnel matters in human resource management functions are categorized as recruitment, hiring, staffing, training and staff development. Argyris’s personality theory postulates people are kept from maturing because of dysfunctional management practices.As a result, frustration, tension, and aggression come to the surface and are expressed in the workplace.As companies change due to mergers, downsizing, and reorganization, it is imperative that communications with subordinates be handled with diplomacy regardless of context.Conflict resolution skills help human resource personnel manage disgruntled employees. Stueart and Moran (1998) summarize a study that showed managers spend 20 percent of their time addressing conflict and its impacts.

 

Career counseling is a proactive strategy used when an employee is not up to company standards, or doesn’t fit within the organization.For individuals at risk for leaving the company, Robert (1999) suggests using career counselors to help employees manage and identify their personal and professional goals.For some, this action leads to resignation because they are not suited for a company track. The company wants workers eliminated who are no longer interested in their jobs.For other workers, it leads to longer retention rates as employees become excited about goals as a result of the career counseling services.Options to assist companies retain employees focus on using self-report methods, working with management to ferret out employee assets and relating them to the worker, creation of a career path with goals, and following up with educational resources.
 

Dayton (2000) points to an unobtrusive method that uses employee surveys to garner information about job satisfaction.Data is gathered to measure turnover, absenteeism and satisfaction with customers.Trends are determined based on the results of the surveys.Employees are given an opportunity to state what issues concern them and are more likely to be truthful because they maintain anonymity.

 

Conflict resolution methods anticipate worker behavior and progress on the job during the performance appraisal.The process of performance evaluations is a crucial component for avoiding conflict later on.Donaldson and Folb (2000) discuss the impact on employees who are overlooked at evaluation junctures.Problems are noticed in an employee well in advance of the review.When the performance appraisal is overlooked, the problems continue and conflict ensues as problems escalate because human resource and management personnel have neglected to perform an evaluation.The employee is not given a chance to correct errors nor given an opportunity to develop the skills for advancement.At this point, it is recommended a third person mediate processes because they remain neutral in the situation. Performing appraisals diverts the necessity of mediators if done when regularly scheduled
 

These methods of conflict resolution are anticipatory rather than reactionary, and plan for the intervention of an outside agent contingent upon the situation and necessity.Conflicts concerning more serious issues require other management skills.Cases that involve planned or unplanned terminations are one example.Causes for termination vary from warnings not taken seriously by the employee to immediate dismissals when considering employee directed behaviors and actions that are against the organization’s goals.

 

Changes in organizations such as downsizing, reorganization, and upper management promotions with new supervisors are reasons for employee dismissals due to external factors.Guidelines provided from Connor (2000) address the termination process by heading off major conflict before it begins.Rehearse delivery of the termination is the first step where the manager places him/herself in the worker’s place.Placing one’s self in the employee’s position makes for empathy about the plight of the worker and assists the manager in formulating what words to say.Setting the scene to diffuse emotional tension sets the tone for the day and time of the news.The author recommends mid-week and early in the morning so the worker can adjust to the news or address questions if needed.The place to hold the meeting is in the employee’s office.It is a safer environment for the employee, usually it is more private, and the manager can leave the office without drawing the attention of other employees.Deliver the message as quickly as possible. Let the worker know that the topic is not open for debate as to why they were let go, but let them know it was due to external factors rather than factors related to the employee.Keep on topic, be brief and to the point.When finished, the manager needs to discuss and debrief with another colleague.
 

Lisoski (1998) proposes that all other possible solutions be exhausted before implementing a layoff as it can effect other employees’ morale.Meeting with the worker is accomplished with one contact person only throughout the termination phase. Poor methods are to write and email or letter to the employee rather than being direct.The employee at least needs the facts.A policy is have one final meeting to discuss, clarify and allow the laid-off worker to ask any final questions or to address concerns.Allow the individual the option of calling the contact person after they have left the facility to clarify or process other issues that may arise.
 

Bolton’s (1986) method to resolve conflict is based on collaborative problem solving.Tools include listening and assertion skills.Lay ground rules before inititating the process.Inform the parties that there is no name calling, interrupting, or physical threats or gestures.Keep to the topic.If the parties can’t or won’t follow the ground rules, the meeting is ended.Guidelines include:

Define the problem in terms of needs rather than solutions. By redefining and redirecting the purpose of the conflict, personal feelings are removed from the situation and the issue is perceived as an objective.

Brainstorm possible solutions regardless of how ludicrous they seem. Get ideas out not to find a solution, but to establish a starting point. Choose from resolutions by narrowing them to a manageable few.

When consensus is achieved, for a solution that meet the needs of those involved, determine who will carry out what part of the solution and where, when, how, and by what date.

Take action and implement the plan.

During the final part of the process, assess progress/failure and how the solution worked for the parties. A facilitator has been employed in this capacity to mediate the process.The author reports each step should be followed up on and revisions made if possible.

Review each step to determine where it lacked or fell down in the process.

                Stueart and Moran’s(1998) method is similar to Bolton’s.The approach focuses on contextual elements as opposed to interpersonal ones. The negotiator’s role in the four outcomes of negotiation are discussed: win/win, win/lose, lose/lose, and lose/win.Regardless of the approach used, the methods described are instrumental in business communications between managers and employees for decreasing and managing conflict.Conflict is a necessary part of change, but when it is destructive and can be managed in an organized fashion, all members are satisfied.With the rapid changes and shifts in organizations, personnel functions are an important and often overlooked area in the workplace.Managing disruption is an unpleasant business but it can be resolved using the techniques as described in this paper.