Workplace Conflict Resolution Plan

By Gabriel Gonzales

University of San Diego

LEPS-580-01-SU20 - Conflict Resolution

June 28th, 2020

 The department's autocratic, para-military organizational structure is not ideal for sustaining a

culture where the conflict between members is generally resolved; more so, our culture adds "layers of

dysfunction, disillusionment, demoralization, and despair… adding unnecessary costs and reducing

effectiveness."1 This comes in the form of costly litigation processes, wasted salaries on administrative

leave, avoidable terminations, and members' grievances or resistance. In addition to money and time,

additional costs are the mental state of members, such as low morale, stress, broken relationships,

alienation, and decreased productivity and motivation. "As a result, conflicts become chronic and return

over and over again to generate new problems."2

In order to change this, we must move from an autocratic style of organization to a more

decentralized democratic model, where we encourage collaborative solutions. Embracing conflict is

essential to resolving it. "Conflicts of all sizes and kinds can all be reduced by welcoming differences,

disagreements, and criticisms; by celebrating dissent and disagreement as gifts that lead to

improvement; and by recognizing that every conflict without exception can lead to improved

relationships, learning, transformation, and transcendence."3

My first proposed technique towards this new model would be to conduct a "conflict audit" on

the department using information from Internal Affairs, Human Resources, and input from all

department members. Developing a system that can calculate the time, money, and effort wasted on

old solutions or results of past conflicts. The audit will also measure members' wasted time due to low

morale, arguments and gossip, decreased collaboration due to conflict. Conflict culture needs to be

transformed for this new organization system design to be effective.

1
Cloke, K., & Goldsmith, J. (2011). Resolving Conflicts at Work: Ten Strategies for Everyone on the Job. San
Francisco: Jossey-Bass. Pg. 321
2
Cloke, K., & Goldsmith, J. (2011). Resolving Conflicts at Work: Ten Strategies for Everyone on the Job. San
Francisco: Jossey-Bass. Pg. 312
3
Cloke, K., & Goldsmith, J. (2011). Resolving Conflicts at Work: Ten Strategies for Everyone on the Job. San
Francisco: Jossey-Bass. Pg. 330
 Changing the conflict culture to support a conflict resolution system would be another

technique I propose during the meeting. In our current organization, "it is rare that employees feel

completely free to openly and honestly discuss their conflicts and thus get the help they need."4 To

accomplish this, I would need to formulate a team to conduct a "conflict culture analysis."5 This team

would analyze old methods of conflict resolution and identify new elements of a new culture that would

create an open environment that encourages open, honest dialogue. The new system should show a

"strong commitment to practicing honesty, empathy and compassion and these changes are identified,

agreed upon, shifted, and implemented."6

My third technique would be to develop a range of options for conflict mediation, starting with

the lowest cost and most straightforward method, to the highest and more time-consuming process.

Part of these options would be to increase training and supports services. Support services would range

from "peer counseling, coaching, and mentoring, team-building exercises, facilitated meeting, peer and

professional mediation sessions."7

This more democratic vision of conflict resolution and management will result in more honest

and empathic communication, forgiveness, and future conflict prevention.8

4
Cloke, K., & Goldsmith, J. (2011). Resolving Conflicts at Work: Ten Strategies for Everyone on the Job. San
Francisco: Jossey-Bass. Pg. 321
5
Cloke, K., & Goldsmith, J. (2011). Resolving Conflicts at Work: Ten Strategies for Everyone on the Job. San
Francisco: Jossey-Bass. Pg. 325
6
Cloke, K., & Goldsmith, J. (2011). Resolving Conflicts at Work: Ten Strategies for Everyone on the Job. San
Francisco: Jossey-Bass. Pg. 327
7
Cloke, K., & Goldsmith, J. (2011). Resolving Conflicts at Work: Ten Strategies for Everyone on the Job. San
Francisco: Jossey-Bass. Pg. 314
8
Cloke, K., & Goldsmith, J. (2011). Resolving Conflicts at Work: Ten Strategies for Everyone on the Job. San
Francisco: Jossey-Bass. Pg. 327