Conflict Management in an Organization
Introduction
Druckman and Diehl (2006) stated that conflict resolution involves a series of steps taken toward eliminating friction within members of a particular organization. Arbitrators or people holding neutral positions on the matter usually carry out conflict resolution. They may take a different approach depending on the type of conflict or the magnitude of the conflict. To alleviate issues between parties, active or passive conflict resolution is used. Griffin and Goodwin (2013) explained that active conflict resolution consists of accommodation, compromise, collaboration and competition. Each of these conflict resolution styles have advantages and disadvantages. This article “Conflict resolution” (Lansford, 2008) discussed the advantages enjoyed on application of active conflict resolution. The article also discussed the communication channels for use. Finally, the article identifies the timeline of events in communication of change.
Active Conflict Resolution Strategies
Active conflict resolution involves several strategies. When coupled with, they possess significant advantages in the processes of conflict resolution. For instance, a collaborative effort has significant advantages. First, it allows parties to express their grievances openly. As a result, the parties find mutually beneficial solutions. According to Lansford (2008) using this strategy, identification of the roots of a problem is possible. The organization is then able to prevent against identified conflicts in future undertakings. Collaborative conflict resolution fosters respect and enables creative solutions among employees. Another advantage of collaborative conflict management is that, it is the least confrontational conflict resolution strategy (Gall and Pallgrave, 2013).
Compromise is another type of active conflict management. It involves both parties trying to find a solution that is best suited to the needs of both. Compromise has numerous advantages as a conflict resolution style. For instance, it allows the parties to reach consensus in a faster way. Compromise, as a method, is especially useful due to its practicality when time is limited. Another merit is that, compromise reduces stress in both parties, arising from the conflict. This is because it does not advocate for hard-line stances in negotiations. Finally, it provides a temporary solution that works. Accommodation is another active conflict management style. Merki (2003) explained that it involves one party giving in to another’s demands. Because of this concept, accommodation has numerous merits if employed. First, it allows conflicts to be resolved in a speedy manner. Another advantage is that, it allows a party to give up less vital interests, in favor of protecting significant ones. This strategy also enables a party to review the conflict, in another light. This strategy also allows maintenance of previous positive relationships by the conflicting parties after solutions are developed.
Competition is another form of active conflict resolution. It describes a situation where one party holds absolute authority over the other one, in deciding over a conflict. This strategy holds a few merits. First, it provides a quick means of resolving a conflict. This is because no time, on negotiations between the parties involved in the conflict, is spent. If the resolutions made are correct, better decisions result, while there are no compromises on the parties involved. Various communication channels can support my plan. First, face-to-face communication may be used. This method is cost-effective in distributing information. It also provides a platform for distributing information that is confidential and sensitive in nature.

Information Distribution
In disseminating the information, hard copy documents are usable. However, it is only useful if a person demands such a medium. Quirke (2008) stated that electronic means are most useful when disseminating information. They enable quicker distribution of information between several individuals, as well as, a cost-effective means of communications. This is especially when individuals are spread-out, in different regions. Collaborative tools such as GoToMeeting are also useful (Jones, 2008).
Timeline of events
A timeline of events is useful; it positively influences the plan’s success. In my timeline, I describe three events. First, there is an explanation for changes in the organization. Over a period of a month, workers are educated on the reasons for the aforementioned change and a description of how the changes affect them is given. Over the next month, the organization gives the workers its vision. This period has to detail why the stay of certain workers will be detrimental to the organization’s success. Relaying of the information, on where the organization wants to be after the change, is over the final month (Miller, 2009).
References
Druckman, D., & Diehl, P. F. (2006). Conflict resolution. London: SAGE.
Gall, G., & Palgrave Connect. (2013). New forms and expressions of conflict at work. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan.
Griffith, D., & Goodwin, C. (2013). Conflict survival kit: Tools for resolving conflict at work. Boston: Pearson.
Jones, P. (2008). Communicating strategy. Aldershot: Gower.
Lansford, T. (2008). Conflict resolution. Detroit: Greenhaven Press.
Merki, M. B. (2003). Conflict resolution. New York: Glencoe/McGraw-Hill.
Miller, D. P. (2009). Building a project work breakdown structure: Visualizing objectives, deliverables, activities, and schedules. Boca Raton: CRC Press.
Quirke, B. (2008). Making the connections: Using internal communication to turn strategy into action. Aldershot, England: Ashgate.