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Conflict management

Conflict Management in Human Resources and People management

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Conflict Management in Human Resources and People management

The following article is part of the self-preparation for the modern BVOP® Human Resources Management Professional Certification program.

While conflicts may result in improved outcomes, they may be a reason for drops in motivation, waste of time and resources, people leaving the organization, or negative organizational image.

  1. Conflict management activities may include:
  2. Identifying the parties
    1. Which specific individuals are involved in the conflict
    2. The roles of the individuals in the organization
    3. The context of the individuals
  3. Identifying the issues that cause the conflict
  4. Sharing concerns
  5. Cooperation
  6. Conceding
  7. Agreements
  8. Accepting
  9. Post-conflict support

The Business Value-Oriented People Management (BVOPPM) office needs to manage the conflicts, reduce their negative aspects and create a positive outcome to some degree.

Conflict management activities may include:

  • Identifying the parties
  • Identifying the issues that cause the conflict
  • Sharing concerns
  • Cooperation
  • Conceding
  • Agreements
  • Accepting
  • Post-conflict support

Identifying the parties

Identifying the parties may include:

Which specific individuals are involved in the conflict

Conflicts may involve more than two individuals. All of them need to be identified and informed about the conflict, and a session with the BVOPPM office representatives needs to be scheduled.

The roles of the individuals in the organization

Identifying the roles, positions, responsibilities, skills and other attributes that may provide information about the parties involved in the conflict

The context of the individuals

The context (reasons for conflict, concerns, etc) of the parties may provide an initial understanding of the conflict.

Identifying the issues that cause the conflict

Identifying problems may require interviewing the parties directly and investigating problems, emotions, tasks, or events. The root cause of the conflict must be understood.

Sharing concerns

Sharing concerns needs the participation of everyone involved in the conflict. Concerns and feelings are clearly stated. BVOPPM office representatives listen and collect the shared information.

Cooperation

The BVOPPM office representatives need to define the steps necessary to ensure the cooperation of each party and make a statement of the way it may assist in the collaboration between parties.

Each party shares their needs, demonstrates possible outcomes, or requests specific support from the other party. All parties cooperate on finding possible solutions.

Conceding

Each party needs to understand the possible solutions, their advantages, and disadvantages, the way the conflict affects the other parties, the organization, and the common business goals. Comprehending the conflict, mistakes, and the emotions felt for the particular issue is required before the parties agree on a specific solution.

Agreements

Everyone involved in the conflict has to officially agree on the solutions.

Accepting

A more in depth approval of others' solutions, skills, competence, and emotions is a slow process that may require time. The parties and the BVOPPM office representatives may schedule further sessions where the general acceptance is discussed.

Post-conflict support

If needed, the BVOPPM office monitors the topics and individuals connected to the conflict after it has been resolved and interferes with advice and support.

The following issues related to chapter "Conflict management" are included in the certification exam. The sequence of questions is presented in the table.
The data is current as of July 9, 2020, 1:20 am

ID Issue Time Category
0 Conflict management activities may include: 60 sec HRM
1 Sharing concerns 60 sec HRM
2 Post-conflict support 60 sec HRM
3 Identifying the issues that cause the conflict 60 sec HRM
4 Conceding 60 sec HRM
5 Which specific individuals are involved in the conflict 60 sec HRM
6 The roles of the individuals in the organization 60 sec HRM
7 The context of the individuals 60 sec HRM
8 Agreements 60 sec HRM
9 Identifying the parties 60 sec HRM
10 Accepting 60 sec HRM
11 Cooperation 60 sec HRM
Comments of our guests
  1. Paul R.
    If conflict management is done regularly and adequately by human resources, the productivity of the teams will be much higher. It's so simple. I do not know why this practice is not applied regularly to serious companies. Something very serious must happen to pay attention to the problem. It's unfortunate how lazy the employees of HR departments are always. Even more insulting is that no one ever controls them, no inspection, no feedback. As an employee, there is no one to complain about. I strongly support these practices. Let more people pay attention to these topics.
  2. Benjamin Leblanc
    @Paul R., The easiest answer I can give you is that these activities require time and resources - that is, staff and money. However, since an organization has some development and profit, its board may easily decide not to include conflict management as part of the HR department's activities. Some senior management members who need to approve a budget for such an operation are fully aware of the benefits of this activity. However, if they do not see the need themselves, the decisions end with the refusal to open such a position. It is not always closely related to money. There are also just some people who do not think that their company needs such functions.
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