The ability to resolve conflict in the workplace is a valuable skill to have. When workplace conflict is not managed efficiently this can lead to disastrous repercussions.

Habitual clashes and recurring conflict in the workplace is a recipe for disaster. Employer-employee resentments create office politics and unpleasant workplace atmospheres. It is important to find simple ways to conflict resolution in order to promote a healthy employment environment. When faced with conflict, employees are faced with a notion to either fight or flight. Yes, our innate reaction to any threatening situation is either to stay and defend ourselves or run like the wind. Conflict in the workplace is destructive and isolating. No one likes to get involved in complicated work conflicts.

The best thing to focus on when faced with resolving conflict in the workplace is your main objective and the relationship at stake. How important is your goal and to what lengths are you willing to go in order to achieve this. Similarly, consider the relationship with the person you are conflicting with. At best in any challenge there is a winner and a loser. How do you feel about possibly damaging an important work relationship? While faced with such a paradox you will eventually have to come to a conclusion.

Here are six rules to follow when attempting to manage conflict within the workplace

1.      Don’t give in too easily.

Contestants in a work conflict often use terror tactics to intimidate their opponents. While this is beginning to sound more like an ancient form of employment jujitsu, there is no reason to panic just yet. Don’t allow moments of workplace conflict to intimidate you into submission. If you believe in the worth of your objective and have convinced of its merit, don’t give up. By ignoring your emotional drive will result in resentment fear and hostility. Face conflict in a consistent manner and stay true to yourself.

2.       Avoid a win-lose solution when the stakes are high.

When your goal is important but so is the relationship you are conflicting with, what are you supposed to do? It is in your best interest to resolve the problem as amicably as possible. While this is not an easy task, try to find the most agreeable solution to the problem at hand. A mutual agreement is the best option for both parties involved.

3.      Maintain vital business relationships.

What happens when faced with the scenario in which the longevity of the business relationship far outweighs your objective? Consider long-term as well as short-term objectives. Both of these are relevant but it is your task to prioritise these accordingly.

4.      Fold when you are pressed for time.

When deadlines are looming and time is slipping by, consider accepting defeat with the bigger picture in mind. Ultimately a decision has to be made to solve conflict. Don’t waste valuable time squabbling over who is more correct. Sometimes the best conflict resolution is to agree to disagree select a common ground to work on.

5.      Learn to negotiate.

Negotiation is a vital skill to have in order to solve workplace disputes. Your ability to negotiate will depict your success in leading decision. Negotiation skills promote healthy debate and encourages clearly thought out concepts. Learn to negotiate during work conflict and be flexible in your approach.

Try to keep things Light.

Making light of awkward situations is always a constructive strategy. Conflict resolution can sometimes be uncomfortable which is why you should keep an open mind and a sense of humour.

Conflict resolution should always be managed with confidentiality and sensitivity. When people’s integrity and belief system is being questioned, defence mechanisms are a natural reaction. Try to maintain all business relationships while at the same time achieving your goal.

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• The act would require all state and local governments to collectively bargain with public safety employees–police officers, firefighters, and emergency medical personnel.
• States would be forced to permit bargaining over wages, hours, and all terms and conditions of employment.
• States would have to provide a dispute resolution mechanism, such as binding arbitration.
• PSEECA allows the Federal Labor Relations Authority (FLRA) to determine whether a state’s collective bargaining arrangements meet the standards as defined by the act. If they do not, the FLRA could impose a collective bargaining system on the state.
• The FLRA would have considerable authority to enforce the act, including:
• • Determining the appropriateness of units for labor organization representation;
  • Conducting hearings and resolving complaints of unfair labor practices; and
  • Supervising or conducting elections to determine whether a labor organization has been selected as an exclusive representative by a voting majority of the employees.
• States would be granted the authority to pass laws more expansive than those the federal government imposed.
• States would not, however, be allowed to pass narrower laws than those contained in the act.

Policy Objections

• Unionized state and local government employees earn 11-12 percent higher pay than comparable non-union workers.
• They also have more expensive benefit packages than non-union workers.
• The act would end local control and flexibility by forcing the minority that has chosen not to collectively bargain to do so. Different states and local governments have different needs and should be free to fit their policies to their individual needs. Collective bargaining does not work everywhere.
• Large majorities of public safety employees already collectively bargain. The states in which collective bargaining is appropriate and affordable have already chosen to do so. The legislation represents a solution in search of a problem.
• Not all issues should be collectively negotiated. For instance:
• • Police unions should not negotiate the terms and conditions under which their members may use deadly force.
  • Many state and local governments promote police officers on the basis of merit and performance instead of through collectively bargained seniority schedules. Merit-based promotions and raises encourage hard work and help put the best workers in the most sensitive positions. However, unions prefer seniority-based promotions. States should not be forced to bargain over this issue.
• Experience demonstrates that collective bargaining does not lead to increased cooperation between public safety employees and their employers.
• • The process is inherently adversarial: Pitting employees and employers against each other at the bargaining table creates as much conflict as cooperation.
  • Consequently, public-sector employees will often strike when the law explicitly forbids it, putting vital public services at risk.
• PSEECA may deter or even eliminate volunteer firefighting. Firefighters unions vehemently oppose volunteer firefighters because they reduce the need for paid firefighters. They levy stiff internal fines against unionized firefighters who volunteer off-duty. By requiring all states and localities to collectively bargain, PSEECA would make it easier for unions to crack down on volunteer firefighting.

Economic Effects

• The act imposes an expensive unfunded mandate on state and local governments.
• Without providing financing for the mandate, the act will force these governments to either cut services or raise taxes.
• The act prevents employers from hiring workers who would do the same job for less than union wages, thus undermining potentially more qualified competition.
• This gives the union much more negotiating power but harms workers who could negotiate a better individual deal with the employer. A non-union worker who prefers merit-based promotions must instead accept what the union negotiates for him.

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