Assume You Are The Manager And You Must Choose A Strategy Tointervene ✓ Solved

Assume you are the manager and you must choose a strategy to intervene in a conflict situation described below. Describe the strategy you would use to address this conflict. Consider strategies to reducing conflict including: physical separation, use of rules and regulations, limiting intergroup interaction, use of integrators, confrontation and negotiation, third-party consultation, rotation of members, identification of interdependent tasks, use of intergroup training. Which approach, or approaches might you try and why. Scenario: Three complaints have filtered upward to you from long- term employees concerning a newly hired individual.

This person has a pierced nose and a visible tattoo. The work performance of the individual is adequate and the person does not have to see customers; however, the employees who have complained allege that the professional appearance of the office area has been compromised. no less than 200 words.

Paper for above instructions

In addressing the conflict regarding the newly hired individual's appearance, I would adopt the strategy of confrontation and negotiation, coupled with the use of intergroup training. This approach is optimal because it encourages transparent communication, fosters understanding, and promotes cohesion among team members (Johnson & Johnson, 2017).
Firstly, I would hold a meeting with the employees who have raised complaints. This confrontation provides a platform for these employees to express their concerns directly in an open environment, thereby allowing them to voice their feelings and engage in dialogue. This inclusive approach helps promote understanding of different perspectives (De Dreu & Weingart, 2003). During the discussion, I would encourage employees to express their feelings without attacking the individual. The aim is to highlight that the new hire's work performance is adequate, and that personal appearance should not affect their work unless it directly inhibits job performance or client interaction (Kahn & Byosiere, 1992).
Next, I would facilitate a negotiation phase where I would clarify the company's policy on workplace appearance and address the subjective nature of professionalism. A renegotiation of office norms might be needed, considering the diversity of work environments today (Easwaran, 2021). I would suggest creating a set of inclusive guidelines that embrace individuality while maintaining professionalism, which recognizes the changing dynamics of the workplace and promotes cultural diversity (Ng & Sears, 2018).
Furthermore, to tackle the underlying tensions stemming from differing values regarding appearance, implementing intergroup training could be beneficial. This would involve organizing workshops focusing on diversity, acceptance, and the value of a varied workforce. Intergroup training has been shown to reduce prejudice and foster collaborative relationships (Pettigrew & Tropp, 2006). It would serve to educate employees about the importance of inclusion and cultivate a work culture that respects individual differences (Roberson, 2006).
In conclusion, by confronting the conflict directly through open dialogue, facilitating negotiation around workplace expectations, and integrating intergroup training, we can address the concerns raised by long-term employees while also supporting the new hire’s integration into the workplace. This dual approach not only resolves the immediate conflict but also contributes to a more inclusive and harmonious work environment.

References

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