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Executive Summary
Each connection and every employment will inevitably involve friction. How
people/handle disagreements matters significantly if they are with a/partner, a/close companion,
or another employee. It is crucial to establish wholesome professional connections and solid
interpersonal ones. People have unique dispute-resolution philosophies that influence/how
they/respond to disagreement on specific scales. A company's effectiveness or otherwise may be
significantly impacted by how it handles issues at the workplace. However, little is written on
this significant subject within managerial literature. It is not simple to pick up ways to resolve
disputes on the job. This is particularly relevant if people are unsure of the method of leadership
that will be most effective for their worker or circumstance (Tandler et al., 2021). Life will
inevitably involve disagreement. People argue with each other daily for various reasons,
including cultural, psychological, and perceptual disparities. A dispute arises when several
interconnected parties communicate their disagreement over irreconcilable aspirations, limited
means, or outside influences that impede their ability to achieve their objectives. It is okay to
disagree. It is helpful to remember that contention is neither essentially beneficial nor harmful.
This includes discord, differences of views, worry, dispute, and struggle (Manner-Baldeon et al.,
2024). It may inspire people to collaborate to solve an issue they may not have previously been
able to. However, there is constantly a chance that a disagreement could become violent and go
unanswered. Although individual dispute styles vary based on the circumstances, they outline
how people handle such circumstances and find solutions.
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Personal Conflict Style
I recently had an incident in the workplace where there was tension. A female worker who is
part of my unit approached me regarding our earlier discussions. During the last few days, I realized
she had started to act unfavorably toward me. She may have been pleased with me, but I was not sure
why, as, aside from her manners, I was not conscious of any issues within us. Her indecisiveness
about whether I liked her is the root of all her issues. She claimed that whenever she approached me
early at the beginning of the day, she attempted to say hello and start a discussion, but I usually
responded with a few words. She also mentioned another time when I was discussing my private
matters with another colleague. Since she is more senior than me, she contacted us and offered us a
duty for the day. During her visit, we did not say anything at all. She became certain our comments
were disparaging her and making negative remarks about her, and at times, even wondered if we were
spreading untruths about her private affairs. Communication was critical in every situation when there
was a dispute; avoidance was the least often used dispute approach at first (Fisher et al., 2011). This
person had an issue because she started acting hostile towards me. I might and ought to have taken it
as an endeavor to talk to her and work out the issue instead of avoiding the matter altogether, yet I had
yet to have a direct conversation with her. We might have worked together and improved our
understanding of our speaking methods if we had faced each other directly when a disagreement
arose. She probably realized that my behaviors and reactions were not personal and that I was more
aware of other people's opinions and emotions/toward her.
Humans always tend to have conflicting views on things from athletics to economics to
spirituality, so disputes in interactions appear inevitable. The Bible is not against discussing
disagreement or declaring all forms of disagreement immoral. 2 Samuel 3:1, "That was the beginning
of a long war between those who were loyal to Saul and those loyal to David" (King James Bible,
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2017)./Negotiation and identifying a more significant agreement than your points of contention are
vital in solving disputes. A disagreement will end in tension or maybe in warfare if nobody is prepared
to step up charge or display the required modesty to look for areas of agreement.
Three factors affect interaction: interaction mirrors dispute, generates disputes, and serves as a
positive or negative resolution platform. Another significant factor in this dispute was dependency
(Ochard et al., 2023). My colleague and I have a lot of professional connections even though we were
in conflict. She had attempted to make a relationship with another employee, and we are two reliant
persons operating together. We also thought our objectives needed to be matched. I was ignorant of
her objective: to make friends and get acquainted with her/colleagues well. Two people were
questioned to determine each person's particular conflict method. Apart from the previous dispute,
person A is a colleague and direct manager. Person B has been a close companion for more than four
years. The cooperating approach to conflict received the best score from both people. Person A
received an inadequate rating in the dominant approach group, and Person B received the weakest
rating in the style that dominates the area.
My approach to disputes alternates between cooperating and conceding. I am receptive to the
opinions and objectives of someone else, and I desire the dispute to be resolved to the satisfaction of
both sides. I try to avoid getting into arguments on the job until they are brought up directly. I usually
prioritize the other party's requirements above my own if doing so can prevent confrontation. I
consider working to be ready to support myself financially significantly. However, I cannot select
colleagues in the same manner that I do with my close companions. Giving in to the demands or
fancies of those around you at the job to alleviate pressure is more straightforward and quicker.
However, discussing disputes at work is crucial as they may also improve working conditions. It can
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result in better connections between coworkers, offer them the ability to view issues differently, and
boost output (Perreault & Power, 2023).
My private circle and profession are quite distinct when it comes to confrontation. The closest
buddy, B, received the lowest ratings for controlling and avoidance and the highest values for
cooperating and making concessions. I have been identified as a mediator by the characteristics
assessment. Whenever people are in dispute, they contact me for guidance as they understand that my
opinion will hear both viewpoints and provide meaningful advice on how each person may
accomplish their objectives. I also try to explain the opposing viewpoint of the story to friends who
complain to me. To prevent a fight from turning detrimental, people can maintain composure and
have a peaceful conversation when they are aware of their mutual objectives. It is better to handle
disagreement directly and with composure. Becoming unclear or using dual speech causes
misunderstandings and misinterpretations, which tend to escalate harmful disagreements. Emotions
and attitudes can cause pain and make things worse. Even if it is occasionally simple for humans to
keep both apart from disputes, we still influence our response to situations. We can resolve conflicts in
a constructive way when there is honest and open dialogue.
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References
Fisher, R., Ury, W. L., & Patton, B. (2011)./Getting to Yes.Penguin Books, Inc. ISBN-13: 978-
0-14-311875-6
King James Bible. (2017). King James Bible Online. https://www.kingjamesbibleonline.org/
Manner-Baldeon, F., Lin, G., & Li, M. (2024). Dyadic friendship travel: The role of personal and
friendship characteristics on conflict management styles./Journal of Travel
Research.,/63(5), 1219–1238. https://doi.org/10.1177/00472875231184226
Orchard, C., King, G., Tryphonopoulos, P., Gorman, E., Ugirase, S., Lising, D., & Fung, K.
(2023). Interprofessional team conflict resolution: A critical literature review./The
Journal of Continuing Education in the Health Professions.
https://doi.org/10.1097/CEH.0000000000000524
Perreault, M., & Power, N. (2023). Work-life balance as a personal responsibility: The impact on
strategies for coping with interrole conflict./Journal of Occupational Science.,/30(2),
160–174. https://doi.org/10.1080/14427591.2021.1894596
Tandler, N., Kruger, M., & Petersen, L. E. (2021). Better battles by a self-compassionate
partner?/Journal of Individual Differences.,/42(2), 91–98. https://doi.org/10.1027/1614-
0001/a000333
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