Conflict and Reconciliation in the Workplace: A Case Study in Ghana

INTRODUCTION

“So Abram said to Lot, “Let’s not have any quarreling between you and me, or between your herders and mine, for we are close relatives. 9 Is not the whole land before you? Let’s part company. If you go to the left, I’ll go to the right; if you go to the right, I’ll go to the left.” (Genesis 13:8-9) (NIV). Then they dug another well, but they quarreled over that one also; so he named it Sitnah. (cf Genesis 26:21 (NIV). Once again, a servant of the Lord must not quarrel but must be kind to everyone, be able to teach, and be patient with difficult people. Gently instruct those who oppose the truth. Perhaps God will change those people’s hearts, and they will learn the truth. (cf 2 Timothy 2:24, (NIV). It is without a scintilla of doubt that, so long as human beings continue to exist and interact with one another, there will by all means be some degree of disagreement or misunderstanding with one another in one way or the other.

DEFINITION OF CONFLICT

Cambridge Dictionary defines a conflict as a situation in which beliefs, needs, facts, etc. are very different and cannot easily exist together or both be true: According to Collins Dictionary, 1. conflict is a serious disagreement and argument about something important. 2. Conflict is a state of mind in which you find it impossible to make a decision. 3. Conflict is fighting between countries or groups of people. 4. A conflict is a serious difference between two or more beliefs, ideas, or interests. If two beliefs, ideas, or interests are in conflict, they are very different. Wikipedia also defines conflict as a situation, in which inacceptable differences in interests, expectations, values, and opinions occur in or between individuals or groups.

LEVELS OF CONFLICT

Generally, there are four (4) levels of conflict. These are: 1. Interpersonal conflict, 2. Intrapersonal conflict, 3. Intergroup conflict and 4. Intergroup conflict.

INTERPERSONAL CONFLICT. This refers to any type of conflict involving two or more people. This is external in nature.

INTRAPERSONAL CONFLICT. This is a type of conflict occurring in an individual, for example a bad conscience or an identity conflict. This type of conflict is experienced by a single individual, when his/her own goals, values or roles divulge. For example, a lawyer may experience a conflict of values when he represents a defendant he knows to be guilty of the charges brought against him (defendant).

INTERGROUP CONFLICT. This is when conflict between groups inside and outside an organization disagree on various issues. Conflict can also arise between two groups within the same organization, and that also would be considered intergroup conflict.

INTRAGROUP CONFLICT. It is a conflict within a group or team, where members conflict or disagree over goals or procedures.

TYPES OF CONFLICT

Basically, three (3) types of conflict worth discussing in this article. These are, however, discussed as follows:

TASK CONFLICT. The first of the three types of conflict in the workplace, task conflict, often involves concrete issues related to employees’ work assignments and can include disputes about how to divide up resources, differences of opinion on procedures and policies, managing expectations at work, and judgments and interpretation of facts. Of the three types of conflict discussed here, task conflict may appear to be the simplest to resolve. But task conflict often turns out to have deeper roots and more complexity that it appears to have at first glance. For example, coworkers who are arguing about which one of them should go to an out-of-town conference may have a deeper conflict based on a sense of rivalry.Task conflict often benefits from the intervention of an organization’s leaders. Serving as de facto mediators, managers can focus on identifying the deeper interests underlying parties’ positions. This can be done through active listening, which involves asking questions, repeating back what you hear to confirm your understanding, and asking even deeper questions aimed at probing for deeper concerns. Try to engage the parties in a collaborative problem-solving process in which they brainstorm possible solutions. When parties develop solutions together, rather than having an outcome imposed on them, they are more likely to abide by the agreement and get along better in the future.

RELATIONSHIP CONFLICT. The second of our three types of conflict, relationship conflict, arises from differences in personality, style, matters of taste, and even conflict styles. In organizations, people who would not ordinarily meet in real life are often thrown together and must try to get along. It’s no surprise, then, that relationship conflict can be common in organizations. Suppose you’ve felt a long-simmering tension with a colleague, whether over work assignments, personality differences, or some other issue. Before turning to a manager, you might invite the colleague out to lunch and try to get to know him or her better. Discovering things, you have in common—whether a tie to the same city, children the same age, or shared concerns about problems in your organization—may help bring you together. If you feel comfortable, bring up the source of the tension and focus on listening to the other person’s point of view. Resist the urge to argue or defend your position. When you demonstrate empathy and interest, he or she is likely to reciprocate. If the conflict persists or worsens, enlist the help of a manager in resolving your differences.

VALUE CONFLICT. The last of our three types of conflict, value conflict, can arise from fundamental differences in identities and values, which can include differences in politics, religion, ethics, norms, and other deeply held beliefs. Although discussion of politics and religion is often taboo in organizations, disputes about values can arise in the context of work decisions and policies, such as whether to implement an affirmative action program or whether to take on a client with ties to a corrupt government. According to MIT professor Lawrence Susskind, disputes involving values tend to heighten defensiveness, distrust, and alienation. Parties can feel so strongly about standing by their values that they reject trades that would satisfy other interests they might have. Prof. Susskind recommends that instead of seeking to resolve a values-based dispute, we aim to move beyond demonization toward mutual understanding and respect through dialogue. Aim for a cognitive understanding in which you and your coworker reach an accurate conceptualization of one another’s point of view. This type of understanding doesn’t require sympathy or emotional connection, only a “values-neutral” ability to describe accurately what someone else believes about the situation, write Robert Mnookin, Scott R. Peppet, and Andrew S. Tulumello in Beyond Winning: Negotiating to Create Value in Deals and Disputes (Harvard University Press, 2004).

CAUSES OF CONFLICT

Conflict in the workplace could be the result of:

• poor management
• unfair treatment
• unclear job roles
• inadequate training
• poor communication
• poor work environment
• lack of equal opportunities
• bullying and harassment
• significant changes to products, organisational charts, appraisals or pay systems.

Major causes of workplace conflict in Ghana. It is sine qua non to mention that other major causes of conflict in the workplace include:

1. Personality clashes. The ‘personality mix’ within a team can be upset when a new member of staff joins or if two colleagues suddenly fall out. Individuals may also respond to difficult or challenging situations in an unhelpful or unproductive way.
2. Unrealistic needs and expectations. Conflict at work can often be caused when employers ignore the needs of employees or set unrealistic expectations. For example, arranging hours that make it difficult for employees to carry out childcare responsibilities.
3. Business values. Most people have very clear ideas about what they think is fair, and your organisation’s procedures and policies must reflect this. For example, giving someone a fair hearing or explaining the reasoning behind a decision.
4. Unresolved workplace issues. For example, an employee might ask to be moved to another team because of their manager’s ‘aggressive’ leadership style. However, the employee may have other reasons – for example, they may blame their manager for a lack of training or career progression.
5. Increase in workload. Sometimes workplace conflict is caused because people feel they are being pushed too hard and resentment sets in if they feel their workload is unmanageable.

MANAGING CONFLICT IN THE WORKPLACE

For the purposes of this article, five conflict resolution strategies are going to be discussed here. These are as follows:

1. 1. Raise the Issue Early. Keeping quiet only lets resentment fester. Equally, speaking with other people first can fuel rumor and misunderstanding. So, whether you’re battling over the thermostat or feel that you’re being micromanaged, be direct and talk with the other party. However, if you’re afraid of making that approach, or worry that it may make the problem worse, speak with your manager first, or your HR department if the other party is your manager. Either way, be assertive (not aggressive) and speak openly. This will encourage others to do the same – and you can get to the root cause of a problem before it escalates.
2. Manage Your Emotions. Choose your timing when you talk to someone about the conflict. If you’re angry, you may say something you’ll regret and inflame the situation. Be careful to avoid playing the blame game. So stay calm, collect yourself, and ask, “What is it I want to achieve here?”, “What are the issues I’m having?” and “What is it that I would like to see?”
3. Show Empathy. When you talk to someone about a conflict, it’s natural to want to state your own case, rather than hear out the other side. But when two people do this, the conversation goes in circles. Instead, invite the other party to describe their position, ask how they think they might resolve the issue, and listen with empathy. Putting yourself in the other person’s shoes is an essential part of negotiation. This helps you to build mutual respect and understanding – and to achieve an outcome that satisfies both parties.
4. Practice Active Listening.To identify the source of the conflict you have to really listen. To listen actively: Paraphrase the other party’s points to show you’re listening and really understand them. Look out for non-verbal signals that contradict what they are saying, such as a hesitant tone behind positive words. Bring these out into the open sensitively to address them together. Use appropriate body language, such as nodding your head, to show interest and to make it clear that you’re following them.
5. Acknowledge Criticism.Some of the things the other person tells you may be difficult to hear. But remember that criticism or constructive feedback is about job behaviors and not you as a person. So, keep an open mind and use criticism to help you to identify areas to improve, perform better next time, and grow.

THE FIVE CONFLICT RESOLUTION/RECONCILIATION STRATEGIES

In a 2023 Harvard Business Review article, Catherine Cote broke down the Thomas-Kilmann Conflict Model, which highlights five conflict resolution strategies. These are as follows:

1. Avoidance (Lose-Lose).This strategy involves totally ignoring the other party by refusing to engage in negotiation or withdrawing from active negotiation.The Avoidance strategy is best utilized in the situations where:
2. a) The issues are not important.
3. b) There are more pressing issues to tackle.
4. c) There is no chance of achieving your objectives.
5. d) The potential “aggravation” of negotiating outweighs the benefits.
6. e) People need to cool down and regain their composure.
7. f) Others can resolve the conflict more effectively.
8. g) You need time to collect more information.
9. h) There is a very strong alternative outcome which is available to the avoiding party.

In the Avoidance strategy, the expectations of the parties on both the outcome and relationship is very low and therefore the party or parties resolve that pursuing the resolution of the conflict is not important.

2. Accommodation (Lose to Win).This typically involves giving the other side everything they want while expecting little or nothing in return. In this strategy, the maintenance of a good working relationship is of a higher priority than the outcome of the process.Accommodation is best employed when:
3. a) You find out you are wrong.
4. b) You wish to be seen as reasonable.
5. c) The issues are more important to the other party.
6. d) You wish to build “credits” for later issues.
7. e) You wish to minimize your loss when you are in a weak position.
8. f) Harmony and stability are more important.

The Accommodation strategy may be used to encourage a more interdependent relationship or to cool off hostilities where there is tension in the relationship. It is often recommended as a short term strategy.

3. Competition (Win to Lose). This involves extending no cooperation to the other side, with all effort of a party expended to exert gain on their own behalf.Maximum competition is best utilized when:
4. a) Quick, decisive action is vital.
5. b) An important issue requires unpopular action.
6. c) You know you are right.
7. d) The other party will take advantage of your co-operative behaviour.
8. e) There will be no future relationship or that relationship will not be important.
9. f) The other party has a reputation for hard negotiation.

This is a strategy that is frequently used when a party places a higher priority on the outcome of the process rather than maintaining a good relationship between the parties.

4. Collaborative (Win-Win). The collaborator’s approach to conflict is to manage it by maintaining interpersonal relationships and ensuring that both parties to the conflict achieve their personal goals.It is a win-win approach. The parties work together to realize the maximization of their interests to the greatest extent possible. Collaborating is best used when:
5. a) The issues are too important to be compromised.
6. b) The objective is to integrate different points of view.
7. c) You wish to build or maintain an important relationship.

In the collaborative strategy, the parties are able to satisfy their respective interests optimally and are therefore willing to abide by the outcome. The willingness to abide by the outcome also directly results in the maintenance of a good working relationship.

5. Compromising (Split the Difference). This is seeking the middle ground. It is a win some – lose some approach. In compromising, the parties work together but each will be seeking to maximize their own interests.Concessions that are made are as a result of rational self-interests rather than seeking to promote the interests or well-being of the other side. Compromising is best when;
6. a) Issues are important but you cannot afford to be too controlling.
7. b) The relationship is important but you cannot afford to accommodate.
8. c) Opponents of equal power are committed to mutually exclusive goals.
9. d) You need to achieve temporary settlements to complex issues.
10. e) You need to find an expedient solution within time pressure.
11. f) It is the only alternative to no solution.

CONFLICT RESOLUTON/RECONCILIATION MECHANISMS

Generally speaking, conflict/dispute can be resolved or reconciled through the following mechanisms:

• Negotiation
• Mediation
• Arbitration

NEGOTIATION

This involves settlement of disputes or conflict between two disputants themselves without any third party involvement. It is the first stage in conflict resolution process. It is the process of engaging with another disputant for a conflict to be resolved. Under Act 651 parties to an industrial dispute are under an obligation to negotiate their differences. They are also under a duty to do so in good faith. Furthermore, they are under a duty to conduct the negotiation in accordance with the dispute settlement procedures established in the contract of employment or in the collective agreement.

POINTS WORTH NOTING

• Parties are obliged to negotiate their differences.
• Parties are to conduct the negotiation in good faith.
• Parties are to conduct the negotiation in accordance with the dispute settlement procedures set out in the contract of employment or the collective agreement.

It is indispensable to mention that, the law makes it mandatory and not discretionary for parties to an industrial dispute to negotiate their differences.

MEDIATION

Where the parties (disputants) fail to settle their differences by negotiation within seven days after the occurrence of the dispute, either party or both parties may by agreement refer the dispute to the Commission and seek the assistance of the Commission for the appointment of a mediator to mediate the resolution of the dispute. Apparently, the purpose of the reference of an unresolved dispute to the labour commission is to seek the assistance of the Commission to appoint a mediator to mediate the dispute. It is not to get the Commission to mediate the dispute.

However, before the Commission deals with the matter, it has to be satisfied that the parties have exhausted the procedures set out in their collective agreement for resolving disputes. In summary, the settlement agreement reached by the parties themselves shall bind them unless the agreement states otherwise. When at the end of the mediation proceedings, no agreement is reached, the mediator shall declare the dispute as unresolved and refer it to the Commission.

ARBITRATION

Indispensably, it is imperative to state that, when mediation process fails and the dispute is referred to the Commission, the Commission, with the consent of the parties, shall refer the dispute (conflict) to an arbitrator or an arbitration panel for arbitration. Within three days after the appointment of an arbitrator or an arbitration panel, the parties shall, in writing, submit a statement of the issues or questions in disputes, to the arbitrator. The arbitrator upon receipt of the statements, shall, as soon as possible, appoint a time and place for the arbitration and to notify them accordingly. At the end of the arbitration, the arbitrator shall decide the matter.

The decision, essentially, entails declaring the rights of the parties. This decision is called the arbitration award. However, the arbitration award is binding on the parties.

BENEFITS/ADVANTAGES OF CONFLICT

Are you conflict allergic? Conflict is avoided by most because it creates an intense amount of uncertainty, discomfort and anxiety. Conflict activates our fight-or-flight self-protection mechanism, causing many of us to feel clammy and adrenalized. Some of us start shaking, voices tend to raise and more-often-than-not things are said out of reaction which are not meant. Feelings get hurt and at times relationships destroyed. It is no wonder many of us want to avoid conflict at all cost. However, the most innovative solutions often arise out of conflict. The workplace is a dynamic environment always in need of growth, change, solutions, transitions and upgrading. Conflict will be regular part of our everyday work life. The more we expose ourselves to conflict the better we become at handling it, and the more successful we become as business people. However, the following are some of the benefits of conflict in the workplace:

1. Opens our eyes to new ideas. As thoughts are expressed back and forth we allow someone else to fine-tune the truth we are communicating, as our perspective becomes further shaped against theirs.Conflict is incredibly useful as a creative, fine-tuning instrument to our own ideas. In hearing another person’s perception, it helps to mold and clarify our own; either making us more clear and committed to our original position, or the conflict will open our eyes to new perspectives on our ideas. Conflict is an effective vehicle for the generation of new solutions, gaining trust and developing deeper agreements; all of which are great for networking, bonding and the establishing successful connections.
2. Opportunity to verbalize needs. Most people do not get what they want because they do not say what they want.Conflict provides an opportunity to verbalize our needs to get them met. Who we are and what we stand for in the workplace largely determines our levels of success. If the “wake” behind our boat is too big no one else has room to get by, and if it is too small we get run over.There is a balance we must forge where we can take a stand on issues without being too aggressive and also without being a complete pushover. Conflict, confrontation and/or speaking up makes us more resilient and less fearful when asking for what is needed.

3. Teaches flexibility. If we are in conflict we are not only going to have others adjusting to us and our perspectives, but we will also be adjusting to others and their perspectives. Humility and openness are two admirable qualities to come from conflict. We have to discipline ourselves to not always have to be right. If we need to be right we make another wrong, and we come to be viewed as disagreeable, controlling, fragile and egotistical; none of which are qualities of a good leader. They are the makings of a spoiled brat.Additions and subtractions must be made to any new idea in business in an effort to make it the best it can be. Each contract we have with customers and/or our team will always be born from the conflict natural to any successful negotiation. The more open and flexible we can be, the better a reputation we develop for being fair and intelligent.
4. Teaches us to listen. The key to any successful conflict resolution is the ability to listen.Most are so focused on litigation they have zero ability to listen; their only desire is to win. Successful relationships and/or negotiations cannot be forged with defensive, dominating people. Listening takes patience and the discipline to control our impulses to speak. It takes being able to put ourselves and our thoughts to the side so we can fully take another perspective in.To truly listen to someone, listening must be active, not passive. When we listen we thrive amongst the elite in the business world. Listening gives us access to the information we need to make smart and lucrative decisions.
5. Teaches us patterns of behavior. As we engage in conflict we learn about how others work, their style of communication, and their points of view.Knowing patterns helps us to be more effective in our relationships as they provide some level of predictability. Predictability is effective when strategizing in negotiations. When we listen, we get to know how people think and we gain insight into how they operate. This knowledge helps us define and work within their patterns, allowing us to respect limits and to predict where and when we can push without being offensive and still get the deal done. Knowing patterns makes us more prepared and confident when dealing with any type of uncertainty or disagreement.

DISADVANTAGES OF CONFLICT

Some of the disadvantages of conflict in the workplace include:

1. Decreased productivity.
2. Low morale.
3. Poor workplace relationships
4. Health related issues.
5. Absenteeism.
6. Poor Communication.
7. Violence.

RECOMMENDATIONS

Imperatively, it would be a grievous mistake on the part of the author of this article not to proffer some workable or feasible recommendations to forestall imminent conflict in the workplace in Ghana. It has been stated supra that, conflict is real and very prevalent in the Ghanaian workplace, as such, some actions must be taken to mitigate or demystify its effects on the productivity levels of the working environment. Some of these recommendations by the author are as follows:

• Effective communication tool/mechanism. Business managers, employers and employees must use effective communication tool or mechanism when discussing sensitive work-related issues.
• Controlled emotions. Tempers must be tamed and controlled when there are detected signs of it in the workplace.
• Negotiation should be used in reconciling two parties to conflict in the workplace at all material times.
• Values and beliefs held by the individual employees must be respected by the other employees and employers alike.
• Tasks must be assigned to the individual workers/employees without bias or favouritism whatsoever.

CONCLUSION

It is concluded that, conflict/dispute is prevalent irrespective of how it is perceived by both the employers and the employees in Ghana. I want to reiterate the fact that, the major causes of conflict in the workplace in Ghana are given as: personality clashes, unrealistic needs and expectations, business values, unresolved workplace issues and increase in workload. However, the fact still remains that, conflict can be resolved or reconciled through the following mechanisms: 1. Negotiation, 2. Mediation, and 3. Arbitration. Conflict has some benefits or advantages to offer in the workplace which include: opening our eyes to new ideas, opportunity to verbalize needs, teaches flexibility, teaches us to listen, and teaches us pattern of behavior. Equally, conflict comes with disadvantages or negative effects including: low morale, low productivity, absenteeism, poor communication and violence.

 

By Justice Reuben Adusei (BSc Economics & Business Administration)

A final year student of Kaaf University College, Accra (Bachelor of Laws (LL. B)