Introduction

Because each of us possesses a unique set of personal characteristics, occasional conflicts of personality or interest with others are a regrettable yet inevitable fact of life. Furthermore, since we spend a large proportion of our lifetimes at work, often functioning under pressures and restraints that act as exacerbating factors, workplaces tend to become a primary site for inter-personal conflict. If such quarrels are not resolved in an equitable and timely manner, the resulting outcomes will typically be negative, not only for those directly involved, but also for co-workers and even organizations as a whole.

On the other hand however, both evidence and experience indicate that conflict in the workplace is often symptomatic of a healthy, dynamic and vibrant internal environment. Indeed, it is often said that a workplace devoid of tensions is in danger of becoming dull and stagnant, and therefore, is unlikely to foster any real sense of excitement, initiative or innovation amongst its constituents. In actuality then, conflict, if properly managed, has the potential to generate positive outcomes for all concerned.

If conflict is to be handled in a gainful manner however, it is vitally important that individuals and organizations develop robust strategies for coping with conflict in the workplace. This consideration is especially important for managers, whom are often required to handle conflicts, and for whom the sheer width, breadth, depth and frequency of interpersonal-interaction is often staggering. Therefore, in efforts to build a base of understanding, and with a particular focus on the role played by managers, let us now examine some of the core approaches employed in dealing with conflict in the workplace; namely: unilateral resolution, consultation, facilitation, mediation and arbitration.

Unilateral Resolution of Workplace Conflict

During the course of an average day a manager may be involved, either directly or indirectly, in a variety of interpersonal conflicts of varying intensities and foci. Not surprisingly, managers will often intuitively seek to resolve these disagreements by means that are primarily unilateral in nature.

In simple terms, a unilateral resolution revolves around efforts to resolve conflict via the application of influence or authority to one specific person, group, or faction involved in a dispute, and not to the other(s). For example, when dealing with a common workplace issue such as bullying or related misconduct, a manager might often respond, almost by way of reflex, by taking action upon the individual(s) whom are thought or evidenced to have been the instigators of the incident, while at the same time, giving little or no attention to those perceived as the