In self-managed organizations, teams made up of responsible, and accountable employees for all or most aspects of production and service delivery are used. Unlike in traditional organizations, management and technical responsibilities in self-managed organizations are rotated among the team members. In this case, conflicts are prone to rise among employees. The conflict resolution process in self-management starts when one of the conflicting parties requests the other to ensure that they agree. Parties come together and try to solve their issues privately. The person who initiates the process must make a clear request while the other person provides a clear response. In case they fail to agree and come to a conclusion on their own, they suggest a colleague that they both trust to mediate the conflict resolution process. The mediator's role is to support the two in finding a solution but not imposing a resolution. If mediation fails to find a solution, a panel of topic-relevant peers is requested to intervene. The role of the panel is to listen and help shape the agreement ( Laloux, 2014). In a final step, the founder might be called into the panel to add moral weight. In a self-management organization, respondents' responses may hinder conflict resolution. Essentially, involved people must agree on resolving their conflicts privately. Otherwise, a lack of clear response to the request to solve the conflict may translate to a lack of willingness to resolve the issues ( Armstrong, 2006). This can be termed as a lack of collaboration. Togetherness is essential in coming up with an effective solution to workplace conflicts. Another factor is the lack of partiality among the mediators. A mediator is required to facilitate conflict resolution between parties and not to pick sides and dictate resolution. A good mediator helps people to go through the resolution process and allow them to agree without interference. The conflict-resolution process is also applicable in the case of working from home. Conflicting parties may engage in a virtual conflict resolution process through the internet ( Laloux, 2014). Similarly, they first engage in one-on-one discussion before the intervention by a trusted peer, and eventually mediation by the panel. Confidentiality is key in resolving a conflict in self-managed organizations. In this case, developing a clear outline of the conflict resolution process aids employees to confront one another when necessary.
Conclusion
Like other traditional organizations, self-managed entities are prone to conflicts among employees. In this case, they must solve their issues with trusted peer and panel intervention as the mediators. The willingness of parties to collaborate and maintain privacy is key for a successful conflict resolution process.
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References
Armstrong, M. (2006). A handbook of human resource management practice. Kogan Page Publishers.
Laloux, F. (2014). Reinventing organizations: A guide to creating organizations inspired by the next stage in human consciousness. Nelson Parker.
