Running head: REFLECTION OF EXPERIENCES 1Reflection of ExperiencesHRM323REFLECTION OF EXPERIENCES 2Reflection of ExperiencesA company has hired a new human resources specialist for its human resources department. This person (Jim) is the go-to person for resolving conflicts (before they escalate) in the workplace, and making recommendations to management on how to avoid serious workplaceconflicts. ”Conflict involves competition between two or more individuals or groups who have incompatible interests, and who are interdependent” (Goodwin & Griffith, 2007, p. 6). Meeting the interest and needs of all parties involved in conflict and focusing on collaborative problem-solving are two methods that can be used to resolve the conflict situations. Workplace conflict cannot be eliminated but can be reduced. Goodwin and Griffith (2007) state to prevent conflict inthe workplace, one must create conditions, in which employee’s needs for a safe, supportive, andaccepting work environment are met and where they can pursue meaningful work. Jim (the human resources specialist) believes that he needs more knowledge of conflict resolution before he can be effective in his new position. He goes to see an instructor for advice on how to become a more effective human resources specialist (he takes notes during this meeting). In this paper, the roles involved in Jim’s lessons will be compared and contrasted. The skills required as they relate to each role, behaviors, traits, and characteristics of an effective conflict manager, and the significance of each role will be discussed. Power-based, rights-based, and interest-based approaches to conflict management will also be discussed.Compare and Contrast TasksConcerning conflict management, the manager needs to “take off his or her decision-maker hat, resist the temptation to exert undue influence, and accept the challenge of ensuring a process that is fair, objective, and balanced” (Goodwin & Griffith, 2007). As a conflict manager there can be many tasks involved to handle conflict. Comparing and contrasting the tasksREFLECTION OF EXPERIENCES 3involved in each role of a conflict manager will give the manager a better understanding of how things were handled previously and the outcome. Each role, such as encouraging, negotiating, and involvement can help the conflict manager achieve a positive outcome in a resolution. A conflict manager possess the ability to identify the issue, probe further into details, encourage communication, and facilitate an outcome that is acceptable to both parties involved in the conflict. Skill RequirementsAs a conflict manager it will help to model his or her behavior, traits, and characteristics after those who have been effective at managing conflict. Skills that would be imperative for a conflict manager are openness, self-awareness, persistence, consideration of others, critical reasoning, and integrity (Goodwin & Griffith, 2007). The skills will allow the conflict manager to achieve the collaboration solutions (Goodwin & Griffith, 2007). The conflict manager needs to put aside his or her own behaviors, judgments, and maintain focus, so as to keep from coming across as partial to either employee involved in the mediation of the conflict. The conflict manager needs to make each party involved comfortable to speak his or her parts of the conflict. One must be confident in the position and organized, along with persistence helps one realize resolutions beneficial to both parties. The one thing a conflict manager needs to be aware of is to have a win/lose mind set. This will keep parties from participating so the conflict manager needs to show concern for both parties, which will allow more sharing of information. A manager involved in conflict managing needs to practice the skills required so that eventually he or she will be a master at handling conflict situations. Behaviors, Traits, and CharacteristicsREFLECTION OF EXPERIENCES 4The behaviors, traits, and characteristics of an individual reflect on his or her ability to bean effective conflict manager. Goodwin and Griffith state that the six categories that behaviors, traits, and characteristics fall under are: openness, self-awareness, persistence, consideration of others, critical reasoning, and integrity (2007, p. 309). An effective conflict manager must understand and incorporate each of these behaviors, traits, and characteristics categories. Openness shows in a manager who is flexible, creative, and willing to explore options (Goodwin & Griffith, 2007, p. 310). Self-awareness means the manager must acknowledge his or her own attitudes and behaviors that could affect his or her own ability to manage the problem (Goodwin & Griffith, 2007, p. 310). Persistence shows a manager that is patient, persuasive, determined, and thick-skinned (Goodwin & Griffith, 2007, p. 311). It shows an unwillingness to give up and a dedication to find the best possible solution. Consideration of others reflects that the manager isrespectful and concerned with finding a solution. Showing consideration of others expresses trust, empathy, and sensitivity to the issue (Goodwin & Griffith, 2007, p. 312). Critical reasoningis important because it allows the conflict manager to determine if the proposed solution is fair and solves the conflict (Goodwin & Griffith, 2007, p. 313). A critical thinker must be analytical, rational, objective, critical, consistent, and wise (Goodwin & Griffith, 2007, p. 313). Integrity is important in a conflict manager because the parties involved must trust the manager to be fair, trustworthy, qualified, honest, and principled (Goodwin & Griffith, 2007, p. 313-4). The parties must believe that the conflict manager is a true and honorable individual who can be entrusted to manage the conflict. Significance of Skills to SuccessEach skill is significant to the success of each role because they work together to ensure effective management style. If one skill is not in place it does not mean that the managementREFLECTION OF EXPERIENCES 5would be unsuccessful, however there would be occurrences where the outcome will be less thandesirable. A conflict manager who possesses the skill of being open will have the trust of his or her staff. Trust is extremely important to staff, especially when there is a conflict at hand. The staff must be sure that the manager will treat him or her fairly during the process. The skills of self-awareness allow the
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