Processes to Resolve Conflict

First Level of Conflict Resolution

First level conflict resolution is less formal. Normally companies do not have policies and procedures for this level of conflict as it is expected to be a less formal process. There are however some universal guidelines to resolve conflict on this level:

• Identify the joint purpose of the group. Ask the question what makes our team/teams important to the overall success of the business. This assists to get on ‘common ground’ rather than opposing goals.
• Identify the root cause of the conflict that is keeping the joint purpose of being achieved. This means identifying what is the impact of the conflict – how does it prevent the group/company to achieve its goals; identify where the conflict originates and how it can be eliminated or controlled at the source of occurrence.
• Always remember that the conflict resolution process is to solve problems and not to affix blame. Thus you do not look at who causes the conflict, but rather where the root cause originates.
• Develop action plans to eliminate or control the root cause. This is a joint process where all parties involved or directly affected by the conflict should be involved.

Second Level of Conflict Resolution

The second level of conflict is a more formal one. This process is usually regulated by the Grievance Procedure in a company. When conflict comes to the second level, an attempt has usually been made to settle it on the first level, but it didn’t work.

The person against whom the grievance has been declared may have a representative present at the grievance discussion on grievances which relate to matters of a personal nature.

A grievance is any complaint, dissatisfaction or feeling of injustice suffered by an employee(s) in relation to his/her employment relationship caused by an actual or perceived infringement of rights as employee(s). The grievance procedure cannot be applied for dissatisfaction on matters of interest.

the grievance procedure is a process to ensure that grievances (individual/group) are considered and resolved as close as possible to the point of origin and as speedily (but within the time frames specified) as practical.

A grievance is a process by which employees have the opportunity to voice their concern to management about something in the organisation that adversely affects his/her operation within the organisation.

The LRA is not prescriptive as to how this should take place but it allows the organisation to come up with a process collective agreed upon between the employee and employer organisations (trade unions).

In this process the shop steward plays a pivotal role. They are in a position that enables them to influence substantially the climate of an organisation. Their most important influence is the critical function of handling individual grievances.

The grievance process allows the employer to detect problems that employees experience within the organisation before it grows to such an extent that the organisation and the employee is affected negatively. For example, an employee detects that he/she works longer hours and receives less payment as those working lesser hours.

Such a situation, when not dealt with at the grievance level, will be solved at the CCMA or other third party intervention. It can also develop into disciplinary problems the organisation.

A grievance must first be addressed between the supervisor and the person working within the section. If it cannot be solved, it will be taken up through the levels of management. If it cannot be solved at the highest ranking official, the CMD or CEO of organisation must make a final decision. The employee can either accept this decision or lodge a dispute at the CCMA or any other dispute mechanism.