Executive Summary
This report seeks to address the implementation of a dispute design system for AL MASAOOD OIL & GAS Company. The study provides several benefits the company could gain from such a system which range from protecting the company’s image to improving customer service to strengthening the bottom line–all of which play an integral role in maximizing profits and achieving growth goals. In the report’s findings, it becomes evident that numerous challenges hinder a company from successfully implementing a dispute system. The study provides recommendations for conflict resolution and prevention. In its conclusion, the study reveals that the only way an organization could achieve its desired goals is by having a lasting solution to arising conflicts that would paralyze the daily operations of the organization.
Introduction
The paper will address designing disputing systems for organizations, specifically ALMASAOOD OIL & GAS Company. The study aims to identify some challenges the company will likely experience in implementing the said system and some approaches it could undertake to mitigate these shortcomings. The primary objective of this study is to act as a reference not only for ALMASAOOD OIL & GAS Company but also for other institutions that have challenges dealing with conflict. The study will use information collected from independent branches of an organization such as management, the human resource department, and other scholarly sources to give a comprehensive overview of the issue at hand.
Part I
Challenges of Designing Disputing Systems
Designing and implementing dispute systems in organizations is complex, with the complexities involved and the processes needed to determine what will work best. Here are some difficulties that organizations must overcome when designing these systems. First, there’s a difference between problems in an organization at any given time, like resources lacking or employees feeling frustrated over how things are going, and a systemic problem that goes beyond one department (Hietanen et al., 2021). What comes first? There’s no easy answer to this question because each situation varies for different reasons, making it essential for organizations to focus on their current needs when planning out their dispute system—and understanding how they can fit into existing structures within the company (Hietanen et al., 2021). This does not mean it’s a waste of time to plan. It’s imperative in development processes to plan out what the final product will look like before working on the final design. It helps identify any potential issues encountered so they can get addressed early on.
Secondly, there is no one perfect dispute system that every company can implement and continue to use indefinitely. The organization needs to decide what they are looking for in a dispute system and how well they can afford it because there could be constraints due to budget and resources. Also, organizations require preparation for potential problems within their dispute system. Organizations should ensure they have a contingency plan in place in case of any issues arising from dispute systems (Hietanen et al., 2021). This means having someone (like an employee relations specialist) handle problems and complaints at headquarters instead of leaving it up to supervisors or managers at the company’s regional offices. When designing a dispute system, one must consider all the processes already in place within the organization to avoid duplicating them. This also means keeping the policies in place, like a company dress code, so one does not accidentally violate them with the new dispute system the organization is implementing.
Current State of ALMASAOOD OIL & GAS
Besides, In terms of design, it is explained that there is an emphasis on team-based decision-making methods. There has been a shift in thinking from centralized decision-making processes to a more distributed one. Due to this shift, companies find value through increased transparency and employee consultation (Folger et al., 2021). This digitalization can be seen as a great move by companies, considering that it will attract more talent to the workforce. The discussion aims to give an overview of AL MASAOOD OIL & GAS Company’s implementation of a design system. AL MASAOOD OIL & GAS Company works on smooth collaboration between people and processes. This will help avoid department disruptions since many employees might work simultaneously in the exact location. These disruptions could lead to delays and thus increase costs (Folger et al., 2021). This can prove detrimental to the company’s productivity, given that employees are all trying to do their respective tasks at different times without even knowing one another’s existence. It becomes apparent that this move will lead to a more efficient and productive workforce since the company has already identified the major issues in the work environment.
Another project undertaken by the company is establishing know-how management. This includes ensuring that employees get adequately briefed about every stage of an operation. In this regard, senior-level management will have to track what employees should work on at any given time and ensure that they perform their tasks promptly (Folger et al., 2021). The company is looking into setting up centers of excellence (CoEs). The idea behind this would be to have a central location where experts could congregate and share their knowledge with others. This would lead to fewer communication difficulties and a more efficient way of dealing with problems. The company is also looking into establishing a virtual learning system. This would allow all employees to access the same data, wherever they are located and in any timezone.
PART II
Approaches toward Conflict Resolution
Consequently, there is a range of approaches aimed at conflict resolution. One such practice is limiting competition. Competition can cause tension among people competing in the same field (Goldberg et al., 2020). This is because competition makes people feel they must try harder to do better than others. It takes the pressure and stresses off of a group of people. When there is no competition, there are no more worries about being better than someone else or about having someone else be better than you. This allows for empathy, patience, and kindness to develop between others in the same field who typically might not act this way towards one another if there were still competitiveness between them. Accommodating is another way of resolving conflicts. An accommodating person is someone who, under the right conditions, will try to understand and accommodate other people’s ideas and needs (Goldberg et al., 2020). This can sometimes even happen at their own expense. Generally, a person with this approach would focus more on understanding others than standing up for themselves or sticking to their guns. Sometimes, however, there are times when people need to take a stand in life and not give in so easily.
In addition, conflict avoidance is another measure people take to resolve problems. Avoiding conflict is effective for many people. However, avoiding conflict can sometimes cause tension between the parties, which leads to more competition and difficulties in the long run. Avoiding conflict over issues such as finances, tasks to be completed or even personal opinions creates an unspoken tension that builds up until something must give way. This type of avoidance causes dissatisfaction among those who feel ignored and unheard despite having their needs fulfilled by routine interactions with each other. Instead of avoiding differences in opinion, it is often better for everyone involved putting these differences into words openly and without reservation and then putting them into action without others feeling obliged to fulfill any specific demands from one another.
Cooperation will help break the impasse between individuals and groups. By working together, conflicts can be resolved and transformed into new ideas and innovation opportunities. Collaborating as a means of resolving conflict is important because it allows people to maximize their advantage by making agreements with one another rather than forcing their way forward due to disagreements over resources or rights (Goldberg et al., 2020). Co-creation also helps to facilitate innovative problem-solving by encouraging group members to explore new perspectives that may have been overlooked or disregarded in the past.
Compromising as an approach for personal and professional life can help resolve conflict. Whether one is dating a partner or negotiating with a service provider, compromising encourages those involved to be fair, open-minded, and willing to modify the original proposal (Goldberg et al., 2020). Compromising also allows both parties to feel satisfied with the outcome of their negotiation after making adjustments based on each other’s feelings or needs. The process is more likely to work when there is trust between the parties involved, mainly regarding financial matters such as employment agreements and business deals, because compromises in these areas are crucial for everyone involved.
Recommended Prevention Strategies
The first step to minimizing conflicts is identifying when a dispute may arise. This can be done by listening to workplace conversations that have the potential for conflict. When one notices a conversation is about to lead into a conflict area, it’s essential to help split the discussion into different routes that do not focus on those topics. As an alternative to breaking the issue, one could also offer their opinion to diffuse some tension from the dialogue.
The second step to minimizing conflicts is to recognize that conflict will occur. Conflict will happen because, from time to time, people get upset or frustrated about anything that gets in the way of their objectives and goals. If not addressed in a productive manner, these emotions can lead people into conflicts with colleagues and managers.
The third step to minimize conflicts is by breaking down the competition. The easiest method is using calm assertive communication techniques taught in Emotional Intelligence classes (EQ), like negotiation and listening skills (Abu Dhabi School of Management, n.d). Effective listening is essential in conflict resolution because it helps us avoid argumentative behavior (Czuba, 2021). To be an effective listener is to hear what the speaker has said and then summarize their message back to them.
The fourth step to minimizing conflicts is practicing effective communication with colleagues, clients, customers, and vendors. Individuals can use effective communication to help resolve disputes with others before they escalate into something more serious (Czuba, 2021). Effective communication involves eyes, body language, tone of voice, and words. For example, one can use assertive listening skills by speaking calmly with eye contact to demonstrate that they are listening.
The fifth step to minimizing conflicts is how one decides to handle the competition. This can be done by assertively expressing individual thoughts and points of view. When one stands up for their rights, they can control communication and reduce conflict with others. Speaking up and moving forward together will help minimize conflict because you will agree on what should be done without arguing about the past or the rules.
PART III
Challenges of Managing Conflict at AL MASAOOD OIL & GAS
One of the challenges that AL MASAOOD OIL & GAS faces is that when conflict emerges, it creates divided teams, leading to low productivity. The lack of understanding on both sides causes more difficulties in resolving these conflicts, leading to misunderstandings and a lack of trust. These conflicts can sometimes escalate into more severe problems, such as violence and sabotage among employees (Folger et al., 2021). This increases anger levels among the team members leading to both physical violence and emotional stress. The organization needs to be aware of these potential challenges to limit the likelihood that they will have an ongoing conflict in the workplace.
AL MASAOO OIL & GAS Strategy to Minimize Conflict
AL MASAOOD OIL & GAS’s strategy to manage conflict should get based on three key pillars – corporate governance, stakeholder engagement, and sustainability. After a dispute gets resolved, the parties involved should be able to begin the process at their own pace. As well as internally review and identify necessary changes to help sustain an organized and effective conflict resolution process at AL MASAOOD OIL & GAS. This will ensure everyone understands how any future conflicts may be handled and should encourage others to develop communication channels within the company.
This policy will help facilitate a consistent approach to conflict resolution based on a set of guidelines: Investigations refer to formal inquiries into claims made by one party to determine who is telling the truth and what happened. There is the aspect of meetings – One-on-one meetings or meetings with all parties involved. Negotiation – This allows the conflicting parties to agree on an issue voluntarily. Mediation – Each party is encouraged to reach an agreement without intervention from an outside party. However, a third-party mediator may sometimes be present (Abu Dhabi School of Management, n.d). Arbitration – A dispute resolution in which a neutral third party (the arbitrator) makes a binding decision. The focus is on achieving a fair and equitable result regarding legal rights and obligations and on considering the parties’ needs, circumstances, and interests when deciding how to implement the outcome (Abu Dhabi School of Management, n.d). Mediation gets facilitated and conducted by a neutral third party. The parties are free to choose the mediator or go through the process of selecting an arbitrator. Arbitration is more formal and traditional than mediation, without a third party. This one-way process of an arbitrator making a binding decision allows the parties to keep their options open. It could supplement the same with rights and obligations they agree upon as part of the arbitration.
A committee that will guide the development of a custom-built software system for managing and communicating all internal policies and procedures and follow-up communication between all parties involved. The committee should meet quarterly and focus on each area of AL MASAOOD OIL & GAS. The committee should also have a primary function of setting policy and objectives, making recommendations, driving the development and implementation of training, communications, internal policies and procedures, and overseeing reporting requirements such as monitoring policy changes (if any) after the performance. The company will thus:
– Set the overall strategy for the company and goals. Develop processes to achieve these goals. Be involved in planning and implementing programs to achieve these goals. Develop strategies to address current or future business challenges that may be unique to AL MASAOOD OIL & GAS. Define roles within the organization for program delivery such as business manager, department manager and customer service manager.
– The committee will be responsible for developing and implementing a training program for all relevant departments and employees to ensure employees receive education on conflict. This aspect promotes their emotional intelligence resolution and provides the information they need to make informed choices during future conflicts.
– Provide support during conflict resolution meetings; gather information, and take notes. Perhaps help prepare questions that one can ask of the conflicting parties. Ensure that both parties follow the guidelines established in this document and assist with putting together any reports or protocols that might be necessary after major conflicts. Ultimately, provide a neutral pair of ears and objective feedback to guide the parties involved in making better-informed decisions regarding their conflict resolution process.
Lastly, it will be essential to establish an effective system for maintaining a record of policy changes already implemented throughout the company. The committee should facilitate and oversee the development, update, and provision of all training for all relevant departments to ensure employees become knowledgeable in conflict resolution along with the information they need to make informed choices during future conflicts. This policy shall take effect 30 days after its date of signature unless otherwise stated herein and will be reviewed and updated annually.
Conclusion
In the case of disputes, a disputing system helps make sure that a company will run smoothly. It creates a process for employees to address any disagreements at work by giving them the chance to get their grievances heard and resolved. Without this system, employees will be less likely to speak up on problems faced and more likely to act out instead. This can disrupt a workplace and cause disruptions for consumers who should be able to rely on business services when needed. Implementing the appropriate disputing system in a company helps ensure that discussions will be resolved quickly and concisely while also protecting the company’s reputation as a reliable organization.
References
Abu Dhabi School of Management (n.d). Conflict Management (BUS-8419).
Folger, J. P., Poole, M. S., & Stutman, R. K. (2021). Working through conflict: Strategies for relationships, groups, and organizations. Routledge.
Goldberg, S. B., Sander, F. E., Rogers, N. H., & Cole, S. R. (2020). Dispute resolution: Negotiation, mediation, arbitration, and other processes. Aspen Publishing.
Hietanen-Kunwald, P., Haapio, H., & Toivonen, N. (2021). 2. SYSTEMS THEORY AS A RESEARCH FRAMEWORK FOR DISPUTE PREVENTION AND RESOLUTION BY DESIGN. Legal Design Perspectives: Theoretical and Practical Insights from the Field, 71.
Czuba, R. (2021, June). Mediation, or a method of resolving administrative disputes. In The Book of Articles, National Scientific Conference «Science and Young Researchers» (pp. 5-16).
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