Sam Mansom

Types of TPCS

2.1 Arbitration approach =listen to arguments from disputing parties & making a

binding decision (e.g., manager give more focus on agreed policies/procedures as

a basis for conflicting parties making compulsory decisions )

2.2 Inquisition approach = control discussion about the conflict & decide how the

conflict resolution process will be handled (e.g., manager decided based on agreed

policy/procedure – top down approach)

2.3 Mediation approach = manage the process & context of interaction between the

disputing parties, & little control/no control over the conflict resolution decision

(e.g., manager create a conducive environments to motivate conflicting parties

more responsibility to solve their problem)

Conflict management involves implementing strategies to limit the negative aspects of conflict and to increase the positive aspects of conflict at a level equal to or higher than where the conflict is taking place. Furthermore, the aim of conflict management is to enhance learning and group outcomes (effectiveness or performance in organizational setting) (Rahim, 2002, p. 208). It is not concerned with eliminating all conflict or avoiding conflict. Conflict can be valuable to groups and organizations. It has been shown to increase group outcomes when managed properly (e.g. Alper, Tjosvold, & Law, 2000; Bodtker & Jameson, 2001; Rahim & Bonoma, 1979; Khun & Poole, 2000; DeChurch & Marks, 2001).

As the name would suggest, conflict resolution involves the reduction, elimination, or termination of all forms and types of conflict. In practice, when people talk about conflict resolution they tend to use terms like negotiation, bargaining,