A Workplace Conflict I Have Observed
Workplace conflicts are inevitable and often occur because a team environment is essentially multicultural. Background aspects such as race, ethnicity, religion, sexual orientation, and nationality play a critical role in influencing the conduct and behaviors of employees in an ideal working environment (Mahan & Mahuna, 2017). These aspects often contrast among individuals, increasing the likelihood of disagreements. I recall volunteering at a non-profit organization concerned with humanitarian activities; I observed a conflict between a colleague and our supervisor about his dress code at the organization. My colleague was a sigh man who always wore a turban as part of his religious commitment, a dress code that the supervisor found inappropriate. The two were constantly in disagreement because my colleague felt dress code restrictions infringed his right to religious expression. It resulted in work disruptions, absenteeism, and decreased productivity.
Lessons Mentioned In the Article That Would Have Helped In Conflict Resolution
One of the lessons mentioned in the article that would have helped resolve workplace conflict is the appreciation of one’s culture and the uniqueness of others’ cultural backgrounds. Knowing yourself, what you believe in, and your interests and respecting the cultural settings of others is one of the ways to reduce the possibilities of multicultural conflicts in the workplace (Ford, 2001). It would have the supervisors be open to different ideas, limiting the chances of prejudice.
Another lesson that can apply in that context is checking individuals’ assumptions. Many people make assumptions about others once they see, interact with, or hear about them. Checking one’s assumptions about others, especially those tied to religious, racial, ethnic, and gender constructs help develop an acceptable communication protocol to check out the basis of differences in perceptions (Ford, 2001). It discourages stereotyping, a major contributor to negative feelings of hostility.
Furthermore, the article also discusses the lesson of learning others’ expectations as a way of reducing the likelihood of workplace conflicts. Knowing and understanding the expectations of others in the workplace requires an explicit conversation about the nature of possible conflicts and preferable ways to deal with them in case they arise (Ford, 2001). The approach helps bridge understanding leading to a more general conversation addressing how a team intends to work together.
Additionally, practicing the listening skill is a lesson discussed in the article that applies to the context. Listening is internationally acknowledged as a core conflict prevention and resolution skill (Ford, 2001). Active listening gives one the patience to hear and understand what someone else has to say while giving the other conflicting party an opportunity for self-expression for clarity purposes. Listening involves focusing on feelings and facts, reducing tension, and allowing conflicts to be resolved effectively.
What I Would Have Done Differently
I would have approached the situation differently to limit the possibilities of a conflict. One of the aspects I would have done differently is to ensure effective communication. As a supervisor, I would have ensured that the colleague was heard and respected. Prioritizing effective communication in the workplace improves the understanding of individual differences. I would practice listening skills as it would allow me to hear and understand what the colleague had to say about his dress code. Explanations will help justify the need to impose dress code restrictions or allow freedom of expression. Also, I would have considered the platinum rule, which requires one to treat others how they would like to be treated. Instead of forcing the colleague not to dress in his turban, I would allow him to express his religion through his preferred dress code.
References
Ford, J. (2001). Cross-cultural conflict resolution in teams. Available from https://mediate.com/cross-cultural-conflict-resolution-in-teams/
Mahan, L. N., & Mahuna, J. M. (2017). Bridging the Divide: Cross-Cultural Mediation. International Research and Review, 7(1), 11-22. Available from https://files.eric.ed.gov/fulltext/EJ1170662.pdf
write