This work shows that conflicts should not always have a negative connotation since they might be necessary for a productive work in a team and for our personal development. However, conflicts can be beneficial for us and for our relations only if we are able to overcome them through professional communication and social competence. In this thesis, I show on the basis of Watzlawich’s (1964) and Schulz von Thun’s (2003) theoretical models of communication that conflicts should not be neglected or ignored but rather they should be thoroughly analyzed and solved in a well-prepared conflict discussion. The (conflict) discussion is regarded as a modern tool of human resources management and is crucial in contemporary conflict resolution (cf. Ramsbotham, Woodhouse & Miall 2011). The paper contains a theoretical part where the concept of conflict and a model of communication are presented and an empirical part where I present a situation of conflict at work and how this situation could be solved.
The work is structured as follows:
In chapter 2 I define what a conflict is in the light of Buridan’s ass concept and I classify conflicts in terms of Watzlawick (1964). Moreover, this chapter also shows that conflicts are not only trouble-makers but they are necessary for a personal and professional development.
Chapter 3 presents the well-known model of communication proposed by Schultz von Thun (2003, 2006) and possible communicative disorders.
Chapter 4 defines what staff coaching is and which types of employee-employer discussions are recurrent in the practice. Then, based on Neuberger (2004), I will regard several instruments of staff coaching such as active listening, questioning techniques and feedback.
Chapter 5 regards an empirical study of a conflict resolution that takes into account all the ingredients illustrated so far by the theoretical models. The main purpose of this chapter is to show how an employee-employer talk known in the personal management literature as staff coaching should be prepared and conducted by regarding the theoretical communicative models previously presented. Chapter 6 concludes the work with a personal opinion about conflicts and their resolution.
Table of Contents
1. Introduction
2. What is a conflict?
2.1. Buridan’s ass
2.2. Types of conflicts
2.3. The meaning and the benefit of conflicts
2.4. The four-step analysis of conflicts
3. What does it mean to communicate?
3.1. Communicative disorders
4. Staff coaching/employee talk as a modern tool for conflict resolution
4.1. Types of employee talks and their goals
4.2. Instruments of staff coaching
5. A study case of conflict resolution at work
5.1. The analysis of the conflict
5.1.1. The type of the conflict and its possible causes
5.1.2. The analysis of the current conflict structure
5.1.3. The analysis of possible goals and solutions
5.1.4. The analysis of possible measures for conflict resolution.
5.2. An example of proper communication in conflict management
6. Conclusions
Research Objectives and Themes
This thesis investigates the emergence of workplace conflicts and explores how they can be effectively managed and resolved through professional communication and structured staff coaching. The primary objective is to demonstrate that conflicts, when properly analyzed, serve as essential tools for organizational growth and professional development rather than mere disruptions.
- Theoretical communication models by Watzlawick and Schulz von Thun
- Intraindividual and interindividual conflict classification
- The four-step conflict analysis framework
- Practical application of staff coaching and employee-employer dialogue
- Communicative instruments such as active listening, questioning, and feedback
Excerpt from the Book
5.1.2. The analysis of the current conflict structure
As we saw in section 2.4, Watzlawick (1964) argues that a thorough analysis of the structure of the conflict should answer to the three basic questions: WHO? HOW? WHAT?
Regarded the question WHO is involved in the conflict, the apparent answer will be that only the employer Mr. Grewin and the employee Ms Smith are involved. However, since the entire project team is affected by the new situation, one can assume that Ms. Smith is just the unofficial leader or representative of her project team. Hence, the parts of the conflict are not always easy to identify.
The second question to answer is HOW the conflict partners behave. The new leader Mr. Grewin shows his insecurity and his desire to assert his authority thorough strict and rigid behaviour while Ms. Smith takes a passive and an unmotivated attitude to work and shows indifference to her new boss.
The last but the most important question is WHAT is the factual and the emotional content of the conflict. Both Watzlawick (1964) and Schulz von Thun (2003, 2006) show in their communication model that each message or interpersonal relation has a factual and an emotional content. The ability to identify one aspect from the other often enables to find the solution to the conflict. In the case I presented above the factual conflict is that the employer and the employee have different perspectives on the leadership style and on the manager type but the emotional content of the conflict is another one: Ms. Smith believes that the new employer Mr. Grewin is less competitive for the position than her former boss and, hence, she does not show her appreciation and respect to him while Mr. Grewin believes that Ms. Smith does not have a professional conduct, is disobedient and is a person very difficult to work with.
Summary of Chapters
1. Introduction: This chapter outlines the thesis focus on resolving workplace conflicts through professional communication and provides an overview of the theoretical and empirical structure.
2. What is a conflict?: This chapter defines conflict using the Buridan’s ass allegory and presents a classification of conflicts alongside a four-step analytical framework.
3. What does it mean to communicate?: This chapter explores communication models by Schulz von Thun, highlighting the four parts of a message and various communicative disorders.
4. Staff coaching/employee talk as a modern tool for conflict resolution: This chapter defines staff coaching as a human resources instrument and introduces essential communicative tools like active listening and questioning.
5. A study case of conflict resolution at work: This chapter provides an empirical analysis of a workplace conflict between an employer and an employee, applying the theoretical models to find a resolution.
6. Conclusions: This chapter summarizes the necessity of analyzing conflicts to find creative solutions and emphasizes the role of communication competence in professional development.
Keywords
Conflict, Staff Coaching, Communication, Watzlawick, Schulz von Thun, Employee-Employer Talk, Conflict Resolution, Active Listening, Feedback, Professional Development, Human Resources, Organizational Behavior, Interpersonal Communication, Management, Leadership.
Frequently Asked Questions
What is the core focus of this publication?
The work focuses on the emergence of workplace conflicts and how they can be constructively resolved through targeted staff coaching and professional communicative models.
What are the central themes of the thesis?
The central themes include the psychological analysis of conflict, the significance of communication layers, the definition of staff coaching, and the empirical application of conflict resolution techniques.
What is the main research objective?
The objective is to show that conflicts are not purely negative and can be managed effectively if employees and employers use structured dialogue to reach a compromise.
Which scientific methods are employed?
The thesis utilizes theoretical models from Watzlawick (1964) and Schulz von Thun (2003, 2006) to frame an empirical case study analysis.
What topics are covered in the main section?
The main section covers the identification of conflict types, the structural analysis of communicative disorders, and the step-by-step preparation and execution of staff coaching sessions.
How are the keywords characterized?
The keywords highlight the intersection of psychological theory (e.g., Watzlawick) and practical management tools (e.g., staff coaching and feedback).
Who are the main figures in the case study?
The case study revolves around Mr. Grewin, a new project manager, and Ms. Smith, an experienced employee struggling to adapt to a new leadership style.
What role does the 'Buridan's ass' allegory play?
It is used as an allegory to illustrate the core of all conflicts: an individual torn between contradictory interests or desires.
Why is the preparation of a conflict discussion considered critical?
Preparation is considered essential because it addresses the organizational, factual, and relational layers of communication, creating the atmosphere necessary for a successful resolution.
- Quote paper
- Dr. Mihaela Moreno (Author), 2013, Conflict resolution in staff coaching, Munich, GRIN Verlag, https://www.grin.com/document/313905
