I.
Companies nowadays have started to realize that diversity in the workplace cannot and should not be ignored. There are several reasons for this. First, diversity is no longer a theory but a reality in every workplace. As the United States continues to become a diverse nation, the workplace will continue to be a reflection of the diversity in the United States.
Second, companies which ignore diversity will learn that it will cost them substantial amount of money. Many companies have learned that the failure to address issues in the workplace that arise from diversity can be very costly. A good example is the recent suit filed against FedEx which was accused of discriminating against its applicants forcing it to settle the suit to the tune of $3 million (Dave Jamieson, 2012).
Third, companies have started to realize that diversity can be a source of competitive advantage. In the past, corporate officers were afraid to deal with diversity because it only led to increased conflict. However, corporate officers have also realized that conflict can be good for the business organization. Because individuals bring to the workplace their values, perceptions, thoughts and ideas, companies which have diverse workforces can benefit from the ideas that these employees bring to the workplace. This helps improve the quality of the decision making for the business organization. The key, therefore, is how to ensure that these employees will work together as a team.
II.
Conflicts are inevitable in every business organization. As stated earlier, employees have different viewpoints, motivations, perceptions and values which they bring to the workplace. Clashes of ideas, opinions and personalities are therefore bound to happen as they interact with each other.
People have different approaches to resolving conflict. Some just ignore it or blame others as the cause of the conflict. This is, however, very destructive and unhealthy because it can damage the chemistry of the entire team, or even the entire business organization.
The best way therefore is to resolve the conflict. According to Behfar & Peterson (2008), resolving and managing conflict is essential to restore fairness, process effectiveness, resource efficiency and even working relationships. Conflict resolution is a process that involves several steps. The first step is to acknowledge that it exists. The members cannot simply say that there is no conflict and turn their backs on the team. Working in teams is essential now in every business organization. Breaking up the team because of some unresolved conflict is not the long-term solution to a work-related problem. The second step is for the members of the entire organization to agree that they are willing to find a mutually acceptable solution to the conflict. Before any solution can be addressed, the members should be willing to take one step forward by setting aside any anger. The third step is to talk about it and discuss each other’s viewpoints. Every member should clarify their own position, and state their own assumptions and the reasons for these assumptions. Sometimes, in the heat of an argument members tend to focus only on their own viewpoints totally disregarding that other person’s viewpoints and ideas could be as valid as their own ideas. The fourth step is to agree to go one step forward by reaching an agreement on the course of action to take. Now that every member of the team knows each other’s viewpoints and position, trying to get a mutually acceptable solution will be easier. It is now the task of the team leader to decide which course of action is the best for the entire team or the entire business organization.
Bibliographies
Behfar K & Peterson, R. The Critical Role of Conflict Resolution in Team: A Close Look at the Links Between Conflict Type, Conflict Management Strategies and Team Outcomes. The American Psychological Association, 93, 170-188.
Jamieson, D. (2012). FedEx to Pay $3 Million to Settle Hiring Discrimination Charges. Retrieved March 24, 2012 from: http://www.huffingtonpost.com/2012/03/22/fedex-discrimination-settlement_n_1372487.html
