This article cover a six-step decision-making model for managing workplace conflicts. Steps include problem identification, objective setting, brainstorming, alternative analysis, decision implementation, and control through feedback, creating an effective conflict resolution approach.
Differences and problems are going to arise in a workplace, it is inevitable. Each individual person has their own set of opinions and belief systems, so when you blend people and people’s personal thoughts under a working environment, people are bound to have their disagreements and conflicts. When people do not agree with other people on how things are managed, then problems arise which can cause an unpleasant work environment. It is necessary for management to resolve the conflicts and make effective resolutions with their decisions they choose to use. There has been tremendous research with evidence-based management that a decision-making model is especially useful when it comes to making effective decisions.
The decision-making models consists of six steps to help draw an effective resolution to remedy a situation. The first step is to classify and identify the problem or opportunity. This step is important because if the wrong problem is identified, then there would not be a correct solution. If there is not a correct solution, then the problem will still be continuous and ongoing. According to Robert Luisser’s Management Fundamentals Concepts, Applications, and Skill Development, Lussier says, “An important part of defining the problem is to distinguish symptoms from the cause.” By identifying and distinguishing the symptoms from what causes the problem, gives us an understanding about solving the problem.
The next step in the decision-making model is to set objectives and criteria, which is considered step two. This area is established by setting objectives that provide clear and concise directions to get the outcomes that are desired to achieve an effective solution and decision. As we establish criteria, we set and make clear that there are standards to be met to accomplish the objective. For an example, if we face a problem of an employee quitting, we will need to hire an employee to replace the person and must set standards of experiences for the new employee to meet those standards, so that the replacement of the new employee is a fit for the company.
Step 3 is to generate creative and innovative alternatives. This stage is necessary because it wants to create endless possibilities of different alternative solutions to solve the problem. The brainstorming of creative and multiple solutions is to have an option, so in case one solution does not work, there would be other solutions to fall back on. These alternatives should be written down and should be available for the next step.
The fourth step consists of analyzing alternatives and selecting the most realistic. We can produce several different alternatives, but we must make a strong determination of which alternative would be the most practical. There could be many possibilities for a solution, but we want to ensure we view all our possibilities with pros and cons. We should be viewing what is necessary and unnecessary to narrow down the most effective alternative. By weighing out the options selectively, we then can plan and implement the decision, which would be considered the second to the last step.
In step six, it is necessary to plan and implement the decision made. For example, going back to the idea of hiring a new employee, we need to make the decision of when we will be doing the hire and plan all the necessary training for that employee, once that employee is hired. In addition, a plan for an announcement of that position being available via internet postings on the company’s website would need to occur to conduct the decision being made. By planning the course of action, it is important to try to achieve the objectives set.
The last step, in the decision-making model is step seven, which is controlling the decision. The decision should be controlled by having feedback and checkpoints to ensure the outcome is desirable and the problem is resolved. So, once we hire our new employee, we want to make sure his or her performance is up to speed, if not we need to determine if more training is needed so that he or she can have the proper knowledge of getting the job done. We can request feedback and ask the new employee if they need any help with anything. Establishing an open line of communication is particularly important and is applicable too.
References:
Lussier, Robert N. (2019). Management Fundamentals Concepts, Applications, and Skill Development. Thousand Oaks, CA. Sage Publications, Inc.
