“Maria, I want to thank you for taking the time to meet with me. I really apprec
ID: 457511 • Letter: #
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“Maria, I want to thank you for taking the time to meet with me. I really appreciate this opportunity to discuss a problem I am having.” “That’s OK, Dave, what’s the problem?” Maria asks. “Well, I don’t want to sound like I’m whining, but my problem is with this weekend overtime I’ve been working lately. I’ve had to work three Saturdays in the last five weeks. Also, being told on Thursday that I will work on Saturday is a bit late and really interferes with plans I’ve made for the weekend. For example, I was just informed today that I have to work this coming Saturday and Sunday. I have plans to go to the park with my wife and kids on Saturday. They are really looking forward to going, and I am really concerned how they will take this news. I know they’ll be upset. I know we’ve been busy lately and going through some major production changes, but I want to let you know how this overtime is affecting me.” Maria listens without interrupting, takes a sip of her coffee, leans back in her chair, and says, “I’m glad you’re telling me about this, Dave. I’ve been concerned how you are taking this overtime business. And, you are not the only one to express concern. Others have come to me as well. I have been trying to figure out a way to resolve the problem but quite frankly, I’m stumped.” Dave effectively introduced the problem and gave his reactions to his problem using I-messages. He was happy to have rehearsed the meeting because he anticipated Maria’s reaction. Maria listened to Dave nonjudgmentally, owned her own feelings, and used I-messages of her own. Dave and Maria must actively listen to each other throughout this step in order to maintain the supportive atmosphere they have created. Conflict resolution through supportive confrontation. • Step 1: Identify problem ownership using your “window on behavior” • Step 2: Research and reflect • Step 3: Select an alternative to follow using the “three alternatives rule” • Step 4: Rehearse • Step 5: Meet to resolve the conflict • Step 6: Follow through and follow up Question. 1. Describe the six steps of supportive confrontation. Provide examples of eachExplanation / Answer
Conflict Resolution is one of the key functions of the Human Resource Personnel in an organisation. Conficts arise when there are difference of opinions among the team members or a group of persons. Human Resource Person will have to adopt to various conflict resolution methodologies to overcome the same. One method by which the conflicts can be resolved are through supportive confrontation. There are six steps in supportive confrontation and they are as follows:
Step 1: Identify problem ownership using your “window on behavior” - This is the foremost step in the conflict resolution process. In this step the ownership of the problem is determined. In other words it is determined as to who should own the problem. Further an objective examination of behaviours, events and situations are determined in order to see who is affected by the problem. Its like looking at the mirror to get an impression of the what the problem is actually all about. Say for example if there is conflict between two subordinates then the root cause of the conflict will be analysed to see the as to who would be most affected out of this. Since the most affected person would argue more. This way the root cause can be analysed and the cause of conflict can be determined.
Step 2: Research and reflect - Ample research should go into conflicts before arriving at conclusions. Active listening and analytical skills are important to determine the right facts. For instance if there is conflicts between the two employees of same cadre then the individual claims will have to be analysed in such a way that the results are reflects the right beliefs and assumptions.
Step 3: Select an alternative to follow using the “three alternatives rule” - All the alternatives should be well analysed before arriving at conclusions. When there is conflicts, certain things are within out control while certain things are out of out control. Hence in these situations, the Human Resource Manager will have to determine the static and the dynamic factors affecting the conflicts. For instance the behaviour of person will remain static whereas individual's attitude and environment can easily be changed.
Step 4: Rehearse - Planning is very important in the conflict resolution. As all the alternatives are analysed it will be very important to forecast the outcomes of the resolutions. This can be achieved by constant rehearsals. Repetitive analysis and rehearsing is important to determine the right outcome. For instance if there are three possible solutions to a conflicts, then the HR will have to rehearse by applying all the three resolutions and forecast what the outcomes might be. This is help in getting clarity and arriving at conclusions.
Step 5: Meet to resolve the conflict - All the parties involved in conflicts will have to gather in order to settle on a mutual opinion. Even if one party involved in the conflicts doesnt appear while resolution then it might give unnecessary scope for bias and partiality. Hence all the parties should make sure that they are available while the conflicts are being resolved.
Step 6: Follow through and follow up - Once a proper resolution to conflicts are arrived upon, a proper feedback has to be received. Follow ups are important as they will help the HR to determine the outcome of the resolutions. Hence follow through and follow up will make sure that there are no further conflicts among the employees or subordinates. Follow through the follow ups will help the HR manager's to act proactively.
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