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MAINTAINING HARMONY IN THE WORKPLACE

VIA CONFLICT RESOLUTION & NEGOTIATION

BY: JUSTIN KEHATSIN, ML

THE PNG UNIVERSITY OF TECHNOLOGY


PMB
LAE
MOROBE PROVINCE

7 SEPTEMBER 2015
MAINTAINING HARMONY IN THE WORKPLACE

OUTLINE

Roles in the workplace


Features of conflict resolution
Skills of negotiation
MAINTAINING HARMONY IN THE WORKPLACE

1. TWO MAIN ROLES IN THE WORKPLACE

Task-related roles
[Your job description]

Maintenance- related roles


[Maintenance of relationships]
MAINTAINING HARMONY IN THE WORKPLACE
2. HARMONY

The outcomes of Harmony:

Better interpersonal understanding


Better work relationship & environment

Better productivity

Better work dynamics

Better future prosperity

Mutual satisfaction
MAINTAINING HARMONY IN THE WORKPLACE

3. DEFINING CONFLICT

It is an inevitable aspect of human life.

Arises within individuals and between individuals.

Takes place within and between groups,


communities and nations.
MAINTAINING HARMONY IN THE WORKPLACE

It is sometimes physically violent and is


expressed with fists, guns or bombs.

It can also be non-violent and occurs in the


mind and usually expressed in words.

It can erupt suddenly or it can smoulder for


years even generations.

It can focus on trivia or concern the future of


life on earth.

It can break down communication, destroy


relationships and lives, and erect barriers.
MAINTAINING HARMONY IN THE WORKPLACE

Conflict exists when two or more parties


perceive that their values or needs are
incompatible (Gregory Tillet,1999).
MAINTAINING HARMONY IN THE WORKPLACE
4. TYPES OF CONFLICTS

Intra-personal conflict
Interpersonal conflict

Intra-group conflict

Intergroup conflicts

Role conflicts

Value conflicts

Territorial conflicts
MAINTAINING HARMONY IN THE WORKPLACE

5. DEFINING A PROBLEM, DISPUTE & CONFLICT

A problem can be resolved by management-by agreement


on how something can or should be done.

Problems can become disputes and can disclose conflicts


but are still different.

Problems are usually managed.


MAINTAINING HARMONY IN THE WORKPLACE

6. DEFINING A DISPUTE

A dispute arises when two or more people perceive that


their interests, needs or goals are incompatible.

Settlement is usually a compromise and can be done by a


third party-mediator.

A solution can also be imposed by an external authority-the


arbitrator.

Disputes are usually settled.


MAINTAINING HARMONY IN THE WORKPLACE

7. DEFINING A CONFLICT

Conflicts relate to deep human needs and values.


Sometimes they are expressed through problems or
disputes which may be the superficial manifestation of a
conflict.

Conflicts are usually resolved or settled.


MAINTAINING HARMONY IN THE WORKPLACE

8. DEFINING CONFLICT MANAGEMENT

It is the first stage to the containment of a conflict.

It can be applied by non-conflicting parties like the


police force, the army and others.

It focuses on the immediate ending of the conflict.

It does not get to the root cause of the conflict.


MAINTAINING HARMONY IN THE WORKPLACE

9. DEFINING CONFLICT RESOLUTION

Its a multi-disciplinary, analytical, problem-solving


approach to conflict.

It seeks to enable conflicting parties to work


collaboratively towards a resolution.

Conflict resolution means terminating conflicts by


methods that are analytical and get to the root of the
problem .
MAINTAINING HARMONY IN THE WORKPLACE

The most effective conflict resolution is one that is


Proactive.

In PNG, it is unfortunate that resolutions are


merely Reactive.

Conflicts like people are multi-dimensional, multi-


faceted, complex and predictable only at some
times.

The conflict resolver must be able to deal with the


unexpected.
MAINTAINING HARMONY IN THE WORKPLACE

For resolution to be effective quickly, it is


often a matter of getting the process right
the first time.

Four main stages in conflict resolution are:


MAINTAINING HARMONY IN THE WORKPLACE

COLLABORATIVE CONFLICT RESOLUTION PROCESS


MAINTAINING HARMONY IN THE WORKPLACE
10. STAGES IN CONFLCT RESOLUTION

[1] Investigation

This should involve non-judgmental gathering of necessary


information about the conflict. It must focus on the problem,
participants, past, pressures and projections.

[2] Identification

This involves assessing and analysing the information


collected and deciding on a number of key issues.
MAINTAINING HARMONY IN THE WORKPLACE
KEY ISSUES IN IDENTIFICATION

The problem: what is the conflict?

Other participants: who are the people involved?

The relevant past: what history or relationship between the


parties may be relevant?

Pressures or needs: what is motivating the parties in the


conflict?

Projections or fears: what is obstructing the parties in


reaching a resolution?

Other options for resolution

Resources required for the resolution


MAINTAINING HARMONY IN THE WORKPLACE
STAGES

Before the beginning of the resolution


process, seek agreement on:

The problem
The purpose
The process
The context
The interest
The participants

Identification will be most useful if it


involved all parties concerned.
MAINTAINING HARMONY IN THE WORKPLACE

STAGES

[3] Planning & preparation

Planning must include matters that are basic and


practical. eg. resources.

Resource can include:

information
tools
refreshment
MAINTAINING HARMONY IN THE WORKPLACE

STAGES

The environment should be carefully planned and


prepared, and this includes the physical circumstances:

that it is comfortable
that it is relaxing
that the situation is secure

There should not be any:

interruptions
distractions
background noise
possibility of being overheard
MAINTAINING HARMONY IN THE WORKPLACE

STAGES

The importance of the choice of a venue cannot be over


emphasized.

Venue is an important issue. Venue should be comfortable.

Venue can be yours, theirs or a neutral one.

Venue should not disadvantage any one particular party.

Venue should be accepted in principle by all parties


concerned.

Venue should have all necessary items available to be used


in the process of discussion.
MAINTAINING HARMONY IN THE WORKPLACE
STAGES

There is a need to attain a free-to-all atmosphere where


constructive discussion can take place.

Creating an environment conducive to resolution is vitally


essential.

All parties should feel safe, both physically and


emotionally.

Always try to ensure that there is confidentiality and


freedom from future punishment for the expression of
feelings or perceptions.
STAGES
[4] Negotiation

MAINTAINING HARMONY IN THE WORKPLACE


MAINTAINING HARMONY IN THE WORKPLACE
STAGES

During the negotiation (face-to-face discussion):

Use the most effective language of communication

Listen well during the discussion

Use open body language

Take seriously others needs and concern

Value feelings and attitudes of others

Have respect for others


MAINTAINING HARMONY IN THE WORKPLACE

Reserve blame and judgments

Encourage further elaboration and clarifications

Treat each other as friends and not enemies

Make smart concessions

Concentrate your effort on common grounds

Try to reach a consensus but if it fails than a


compromise may be necessary

Sign the agreement at the end.


MAINTAINING HARMONY IN THE WORKPLACE

11. OTHER OPTIONS

Other ways of addressing conflicts in the


workplace is by:

Conducting negotiation
Applying the mediation process
Applying restorative justice
Seeking arbitration / using the courts
Instituting internal grievance mechanism
REFERENCES

Burton, J. & Dukes, F. (1990). Conflict: Practices in


Management, Settlement & Resolution. London: The Macmillan Press
Ltd.

Kehatsin, J. (2000). Unlocking Problems, Disputes &


Conflicts, Lae: Unitech Printery.

Tillet, G. (1991). Resolving Conflict: A Practical Approach.


Sydney, Australia: Sydney University Press.

Tillet, G. (1999). Resolving Conflict: A practical Approach.


(2nd-ed.). Melbourne: Oxford University Press.
STRIVE FOR PEACE AND HARMONY
ALWAYS

THE
END

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