Report: Workplace Issues and Interpersonal Skills Solutions

This report addresses the issue of interpersonal conflict in the workplace, a common source of frustration and disruption. It emphasizes the importance of strategic conflict resolution, identifying four types of conflicts: pseudo, real, policy, value, and ego. The report outlines seven key interpersonal skills: verbal and non-verbal communication, active listening, negotiation, problem-solving, decision-making, and assertiveness, providing practical examples for their application. It highlights the significance of each skill in fostering effective communication, understanding different perspectives, and ultimately, resolving conflicts to maintain a productive work environment. The report references several academic sources to support its claims, and it serves as a valuable resource for understanding and managing workplace disputes. This document is available on Desklib, a platform offering AI-based study tools for students.

WORKPLACE PROBLEM WITH 7
INTERPERSONAL SKILLS TO
RESOLVE THE SAME

TABLE OF CONTENTS
A written description of workplace issues with 7 interpersonal skills to be used with examples
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REFERENCES................................................................................................................................3

A written description of workplace issues with 7 interpersonal skills to be used with examples
The workplace issue selected over here is interpersonal conflict that often exists between 2
or more individuals or a group of people who reveal their sense of frustration. It together depicts
their interference in the efforts put by others to attain an undertaken goal. This in turn creates a
lot of discrepancies at work by together creating difficulty for others. Interpersonal conflicts at
workplace are evident to lead into severe conflicts by completely destroying the relationship with
peers and superiors. It is thereby important to be controlled in a strategic manner (Doyle, 2018).
For the same, it is firstly important to undertake a procedural approach by the concerted
bodies putting efforts to resolve the disputed state at work. This necessitates to primarily
understand the type of conflict taking place by together identifying some common indications of
interpersonal disputes to detect the exact one. Generally, there exists 4 different types of
interactive arguments namely pseudoconflicts or real, policy disputes, value and ego conflicts. It
is hereby important for the concerned personnel to resolve it in the most efficient way and with
the use of some below defined measures or interpersonal skills:
1) Verbal: This plays a crucial role in resolving any conflicted situation at work where the
person who is intending to do so is required to begin with effective speech patterns with a soft
and polite start up to begin the conversation (Lin and et.al., 2016). Also, it necessitates to avoid
speaking in louder tone or voice to start with something positive to express appreciation and
concentrate on 1 problem at a time.
2) Non- verbal: This is yet another effective measure to strategically resolve interpersonal
conflicts at work which includes the use of various body languages such as eye contact, a calm
voice tone, supportive touch, concerned facial expression, posture and gestures, etc.
3) Listening skills: Herein, an active approach of listening can together lead to effectively
resolve an interpersonal conflict at work. For this, it is important to show a willing approach in
paying attention to the concerns in order to alleviate the state of dispute (Leon-Perez and et. Al.,
2015). This together requires to make an eye contact and asking sensible questions, if required.
Also, rephrasing the key points is essential to demonstrate understanding.
4) Negotiations: dealing with/ compromise: It is apparent to bring a better outcome with no
assurance of winning the condition and instead creates a win or lose situation. Although, on
choosing this particular approach, the parties involved in a disputed situation are required to
come to a favorable agreement that becomes a solution for both. This often demands to give up
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something in order to compromise and settle the conflicted state. It consists of a significant
drawback which depicts less or no commitment towards he desired outcomes at the end.
5) Problem solving: This is basically to deal with the person in the most desired way that is often
proven to create a win- win situation as the best result (Martinez-Corts and et.al., 2015). It will
check all likely solutions to resolve a conflicted situation at work by together showcasing the
need of collaboration among the parties involved in it. This also demands the parties to
contribute their along with some efforts to reach to an agreeable decision.
6) Decision making: It is basically to choose from the best alternatives to resolve the conflict.
For this, one must be able to focus on the present by avoiding to bring onto any past grudges or
disputes. Also, a willing approach to forgive others should be there with an impeccable ability of
using humor to effectively resolve the conflicted state of affairs.
7) Assertiveness: This defines the most effective skills of leadership to resolve the state of
conflicts at the workplace in the most encouraging manner. It necessities the parties to
communicate openly about their grudges as well as feelings and wishes that may be distinct from
each other (Thibaut, 2017). Although, they are required to do so, without crossing the social
boundaries between them and expressively share their views and opinions with an honest outlook
towards resolving the dispute.
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REFERENCES
Books and Journals
Leon-Perez, J.M. and et.al., 2015. The relationship between interpersonal conflict and workplace
bullying. Journal of Managerial Psychology. 30(3). pp.250-263.
Lin, W.F. and et.al., 2016. We can make it better:“We” moderates the relationship between a
compromising style in interpersonal conflict and well-being. Journal of Happiness
Studies. 17(1). pp.41-57.
Martinez-Corts, I. and et.al., 2015. Spillover of interpersonal conflicts from work into nonwork:
A daily diary study. Journal of occupational health psychology. 20(3). pp.326.
Thibaut, J.W., 2017. The social psychology of groups. Routledge.
Online
Doyle, A., 2018. Conflict Management Skills List and Examples. [Online]. Available through:
<https://www.thebalancecareers.com/conflict-management-skills-2059687>.
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