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Conflict Resolution and Mediation in the Workplace

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Conflict Resolution

Nepotism, cronyism and favoritism are unprofessional practices that create job stress in
the workplace thus decreasing job satisfaction and leading to workplace conflict (Arasli & Turner,
2009). Marlene Chism is a popular speaker, author and communications consultant compares
boss-employee relationships to the parent-child relationship (Chism, n.d.). The relationship is
therefore one that is not guided by reason, but is driven by perception. The perception of
favoritism is normally how the boss behaves towards their subordinates, the input an employee
may have in decision making, and how decision are made and implemented (Chism, n.d.).
Volition of these three cardinal rules could lead to situations that can quickly escalate to a
hostile working environment. Companies and managers over the years have seen a lot of money
lost to lawsuits, unhealthy organization consequences, possibly a strain on their brand, and wasted
money when situations have become unmanageable (Lawler, 2010). Conflict is a natural element
of high-performing workplace teams. When conflict is managed well, it can be a highly effective
means of identifying and resolving tough workplace challenges, often resulting in improved
relationships and solutions (Moriarty, 2007). Avoiding conflict, discouraging it or allowing chronic
unhealthy conflict to remain unresolved can be alleviated with mediation, dispute resolution, and
negotiation techniques.
Situation
Conflict can come in many forms and sometimes things that individuals may describe as
subtle behavior could end up cause injury to someone else in the workplace. A scenario that I
have encountered is that with politics, religion, race, etc. A woman that is African-American has
just been promoted to a supervisor position in the federal government. A lot of people are
surprised because she did not seems like compition for the position. She was selected because she

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had previously held the position at another institution, although she had not held it at the current
place of employment. This lady also possessed a masters degree which made her highly qualified
within the scope of the federal hiring system. A European American male, who was also up for
the promotion is confused and angry about the selection. He had been there before her and he
also applied.
The European American male is upset and discouraged about his current situation.
Although he is not aware of the African American womans credentials. The European American
male is married to an African American woman and has children with her. This unknown to the
African American women. The boss that pick the African American woman is an African
American male. The European American feels he has been discriminated against. Instead of
taking this up with the chain of command and the union, instead he becomes disgruntle and
uncooperative with the African American supervisor. The African American supervisor is told by
someone that the European American male had discussed the unfairness and his concerns of
favoritism with other colleagues.
In a training meeting earlier that day, the European American seemed to be combative and
unagreeable. He also made complaints and his body language suggested that he disagreed with
what she was saying. He also made a comment that he knows she did not know something. She
explained to him that she knew the way that he way was used to but that she knows that they
have been process things incorrectly and the way she was showing him was the correct way.
The African-American woman began to feel that the European American was being
racist. The European American felt as though she was given special treatment and he was
disgruntle about that. After the meeting the supervisor calls him to her office and asks about the

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comment. He says that he feels like she is not qualified and that he does not feel like she deserved
the promotion.
The supervisor listen and when he was done she explained that she did not have to inform
him of her credentials; but she will as a measure of good faith. Only if he can tell her if he is upset
because of her race. He looks surprised. He said no and showed her a photo of his family. She
informed him of her qualifications. He apologized to her and they agreed to be more civil to each
other and work as a team. They both shyed with relieve and laughed as he stepped out of her
office.
The informal method that the supervisor used is an example of the one-on-one approach.
The immediate reaction to the tension that was amist could have been potentially detremeintal to
any group. This conflict could have quickly festered into a various combination of complications.
The one-on-one approached provide two mature adults the time to work through interpersonal
issues. The disadvantages of the one-on-one approach, with immature individuals could be a
result as well. A few issues, such as either one of the parties make fasle statements about the
exchange. Another issues could be if this situation comes up again there is no formal
documentation of the exchange and it is her word against his.
Another approach
Utlizing the previously formulated sceniro, and changing the reaction of the supervisor,
this could add another demismeion. The supervisor could have went to the head of the
department (her immediate supervisor) and discuss the issue with him. The third party would then
sit them both down and discuss the concerns and issues. The third party could also discuss with
the man why he made the selection. The situation could also have gone more formal and the
member could have went to the union and had that party invoved in the mediation.

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Litigation could result in more formal situations. However, this is not recommended.
Furthermore in most cases judges would have issues reverted back to arbitration (DeMarr & de
Jjanasz, 2012), unless it is gross negligence or violence involved.

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References

Arasli, H & Turner, M. (2009). Nepotism, favoritism and cronyism: a study of their effects on job
stress and job satisfaction in the banking industry of north Cyprus. [Abstract]. Social
behavior and personality: an international journal, 36(1), 1237-1250(14). Retrieved from
http://www.ingentaconnect.com/content/sbp/sbp/2008/00000036/00000009/art00010
Chism, M. (n.d.). Favoritism Creates Conflict in the Workplace. Retrieved from
http://www.selfgrowth.com/articles/favoritism-creates-conflict-in-the-workplace
Lawler, J. (2010, June 21). The real cost of workplace conflict. Retrieved from
http://www.entrepreneur.com/article/207196
Moriarty, M. (2007 October 28). Workplace coach: companies pay the price when managers
avoid dealing with conflict. Retrieved from
http://www.seattlepi.com/business/article/Workplace-Coach-Companies-pay-the-pricewhen-1253761.php