Conflict Management at Places of Work

Running head: CONFLICT MANAGEMENT
Conflict Management
Name
Institutional Affiliation
Date

CONFLICT MANAGEMENT 2
Introduction
Individuals tend to spend their time in the workplaces as compared to the time they spend
at their homes. Conflict may arise at places of work, but they should be ignored; instead, they
should be solved. Conflict assessment at places of work is necessary to ensure that members live
at peace and harmony. Peace at workplaces promotes the success of the organization and also,
the achievement of goals and the objectives of the organization (Jenaibi, 2017). Conflicts that
might occur might be caused by a lack of communication amongst the staff and the roles of the
employees. Conflicts that arise at places of work is mainly dependent on the hierarchy of
authority of the members that are involved in that particular organization. The communication
may be either indirect or direct, depending on the parties that are involved. Direct
communication involves making direct communication by use of emails with those in authority.
Direct communication can also bring about conflicts, but they should be assessed and solved
appropriately and in accordance with the rules of that particular organization. Indirect
communication involves the sending and receiving of messages from one employee to another
via the use of the third party (Currie et al., 2017). Communication can place of work can be the
sources of conflicts in both hierarchy and flat organization. Conflicts issues have been shared at
the job, and therefore, the organization concerned should develop various techniques of solving
them whenever they arise.
This paper is written to analyze various conflict that arises in places of work, to explain
the causes of the disagreements at work and even, the possible solutions that can be applied in
workplaces to solve conflict when they emerge. Also, this paper is written to explain the conflict
tools and theories that can be used in the explanation of the case of Nick to solve the conflicts
that he experiences at work.

CONFLICT MANAGEMENT 3
Tools Used to Analyze the Causes of Conflicts
Conflict Wheel
This tool is used in assessing the cause the conflict. It provides with the overview of the
disagreement issue. Also, it reveals the components that are involved in the conflict. The causes
and the components are both identified and united to make the wheel move, that is, smooth
running of the operations.
Conflict wheel can be applied our case study to analyze the cause of the conflicts. For
example, the cause of the conflicts in the National Recreational Agency is caused by neglecting
of the responsibility by those in top management. For example, Nick was referred to the
Assistant Manager for any consultations on his role, but the assistant manager was not available
for assistance (Mott & Megdal, 2016). Another cause of the conflicts is the fact that those in top
management do not know privately correct the employees. For instance, Assistant manager
corrected Nick in front of the client on his delays at the workplace. This was after the issue was
raised by one of the customers. The dynamics experienced at work also was the cause of the
conflicts. For example, it reached a point the other staff did not communicate to Nick due to the
raising of the proposal at work.
Conflicts Tree
This tool is used in assessing the causes of the conflicts by looking at the structural
makeup of the tree from the root to the leaves. The trees represent conflicts that are experienced
in workplaces — the action of the tree shedding its leaves how that conflict is dynamic and can
be changed.