"Conflict Matters" By Cecil Norman: The Need for Theory-based Workplace Conflict Resolution
Posted: 12.08.2015
Problems of conflict and sustainable resolution continue to be the subject of research and study in many universities in North America. According to experts, "the problems of human conflict and their peaceful resolution are much larger than any single discipline can capture." In other words, we must set conflict and resolution apart in order to understand the problem.
Conflict and resolution cannot be viewed in isolation, therefore, people charged with resolving workplace conflicts need to understand the theories behind conflict and resolution, be familiar with company policies, understand the employer's conflict resolution procedures, and be aware of effective training solutions for sustainable resolution of conflicts. For conflict resolution procedures to be effective, i.e. anti-harassment and anti-discrimination policies in the workplace, they must be grounded in theory. Until workplace conflict is brought together around real problems, where the solutions require insights from employers and employees to recognize the limitations and possibilities identified by each other, conflict resolution policies in the workplace will remain ineffective.
Companies have to openly and willingly embrace an attitude of tolerance and understanding around diversity in the workplace in order to avoid negative conflict among diverse people. It is important to note however that not all workplace conflicts are negative.
In certain instances, conflicts are healthy and productive in stimulating organizations to rise above certain business challenges. However, if conflicts are not properly dealt with they become negative and diminish the employer's effort to maintain a healthy work environment, affecting morale and productivity beyond the parties involved.
In Ontario, most small to medium sized companies do not have the resources to ensure that effective policies are in place and are enforced to prevent conflict. Although it is the function of the Ontario Human Rights Commission (government agency) to research, develop and deliver education and training to eliminate discriminatory practices, (Human Rights Code, p. 28), the Commission's public education role has taken a back seat to case reduction. Companies therefore need not wait for the government; they have a responsibility to be proactive and provide workplaces free from harassment and discrimination for their employees where conflicts can be identified and addressed to everyone's satisfaction.
Cecil Norman holds a Masters Degree in Conflict Resolution. His column on Conflict Matters appears monthly. You may reach him directly at his practice, Human Rights Advisory Services Inc. Email:cnorman@hras.ca.
Conflict and resolution cannot be viewed in isolation, therefore, people charged with resolving workplace conflicts need to understand the theories behind conflict and resolution, be familiar with company policies, understand the employer's conflict resolution procedures, and be aware of effective training solutions for sustainable resolution of conflicts. For conflict resolution procedures to be effective, i.e. anti-harassment and anti-discrimination policies in the workplace, they must be grounded in theory. Until workplace conflict is brought together around real problems, where the solutions require insights from employers and employees to recognize the limitations and possibilities identified by each other, conflict resolution policies in the workplace will remain ineffective.
Companies have to openly and willingly embrace an attitude of tolerance and understanding around diversity in the workplace in order to avoid negative conflict among diverse people. It is important to note however that not all workplace conflicts are negative.
In certain instances, conflicts are healthy and productive in stimulating organizations to rise above certain business challenges. However, if conflicts are not properly dealt with they become negative and diminish the employer's effort to maintain a healthy work environment, affecting morale and productivity beyond the parties involved.
In Ontario, most small to medium sized companies do not have the resources to ensure that effective policies are in place and are enforced to prevent conflict. Although it is the function of the Ontario Human Rights Commission (government agency) to research, develop and deliver education and training to eliminate discriminatory practices, (Human Rights Code, p. 28), the Commission's public education role has taken a back seat to case reduction. Companies therefore need not wait for the government; they have a responsibility to be proactive and provide workplaces free from harassment and discrimination for their employees where conflicts can be identified and addressed to everyone's satisfaction.
Cecil Norman holds a Masters Degree in Conflict Resolution. His column on Conflict Matters appears monthly. You may reach him directly at his practice, Human Rights Advisory Services Inc. Email:cnorman@hras.ca.
