Practical and Theoretical Psychology in Conflict Management

The assignment discusses the importance of managing diversity and conflict in an organization, particularly in today's era of globalization and economic liberalization. The author shares a personal experience where lack of diversity management skills led to team conflicts, emphasizing the need for effective conflict resolution strategies like Alternative Dispute Resolution (ADR). ADR is seen as a practical means of addressing and resolving workplace conflicts, requiring strategic support from top management.

Psychology Assignment 1.1 - Practical and Theoretical Psychology
Conflict Management: The Theory of ADR
Managing diversity should be considered an important aspect of management in the
present era of globalization and economic liberalization. In the past, in my organization, I have
witnessed how the failure on the part of the management to manage diversity did eventually
result in the growth and development of conflict within a team. The conflict arose as a result of
the cultural conflict that occurred between some members of the team, and if the management
would have been equipped with diversity management skills then such conflict would not have
taken place.
If the management would have been equipped with the skill of diversity management,
then it would have been easier for the team leader to understand that employees belonging to
different cultural background have their own view of cooperation, collaboration and
individuality. This understanding would have made it possible for the team leader to accept the
differences in approaches and ideologies on the part of the conflicting team members. Moreover,
if the theory of diversity management would have been properly implemented by the
management then the team leader would have been in a position to resolve the conflict before the
same reached the manifest stage.
In respect to resolution of the conflict that took place in the past, I must say that
implementation of the theory of alternative dispute resolution (ADR) should have been
practically implemented in order to save the team from inefficiency and poor performance. The
theory of ADR became popular since 1970s and today also the popularity of processes like
arbitration and mediation is undeniable and quite evident (Lipsky & Avgar, 2008). It must be
noted that “The conventional explanation for the rise of ADR in the workplace rests on the

observation that employers have sought means of avoiding the costs and delays of litigating
employment disputes” (Lipsky & Avgar, 2008). Though ADR might seem to be a theory; its
practical application is quite possible and pragmatic. In the past in different conflict situations
taking place in different organizations, the process of mediation and intervention have been
proved to be effective, and this is an indicator to the potential of ADR as a practical means of
addressing and resolving conflict (Lipsky & Avgar, 2008). Moreover, it is noteworthy that ADR
should be considered as a genre of strategic conflict management theory (Lipsky & Avgar,
2008), and its application should be supported by the formulation and implementation of
employee management strategies.
In conclusion, conflict at workplace is often the result of lack of diversity management
skills on the part of the management. Moreover, the absence of ADR policies also triggers the
rise of conflicts in organizations and the same phenomenon did occur in my organization too in
the past. What I have understood is that, every management should be capable of transforming
the theory of ADR into practice so that conflict can be kept at bay ensuring enhancement in
employee and team productivity. Though it might seen that ADR is a theory of conflict
management, its successful implementation in the past in terms of resolving conflicts have
proved the fact that it is a theory that can be turned to practice with proper strategic support from
the top management.
(531 words)

References
Lipsky, D.B., & Avgar, A.C. (2008). Toward a Strategic Theory of Workplace Conflict
Management. Ohio State Journal on Dispute Resolution, 24(1), 143-190.