This brief presentation describes how to manage grievances and conflicts at workplaces.

1. Grievances and Conflict Management
In Workplace
Brig Gen Dr Zulfiquer Ahmed Amin, Retd

2. Employee Grievance means any type of disappointment or unhappiness arising out of factors
related to an employee’s job which he thinks is unfair. A grievance can be factual, imaginary or
disguised.

7. Grievance Redressal Committee
“Grievance Redressal” primarily covers the receipt and processing of complaints from
employees and remedial actions taken on the issue.
ক্ষোভ

8. Collective bargaining is the process in which working people, through their unions, negotiate
contracts with their employers to determine their terms of employment (Including pay,
benefits, hours of work, leave, health and safety policies, ways to balance work and family,
and more). This is how grievances can be settled.
Collective Bargaining:
দর কষাকষি

9. Mode of Collective Bargaining
Negotiation: Two conflicting parties discuss among themselves, without the involvement of a
third party, to settle themselves.

10. Mediation: A neutral third party acts as the mediator between the conflicting parties to
settle. The mediator ensures that it occurs fairly, honestly, and impartial. Together they
resolve the dispute.
Arbitration: Third party, the arbitrator listens to the arguments of the conflicting parties and
then makes an informed decision, similar to what a Judge does in the court, who shall
decide on the merits of the case and whose decision is final, executory and binding.

11. Grievance vs Conflicts
A conflict is a struggle and a clash of interest, opinion, or even principles. Conflict can arise in
any area of life, whether it is personal, professional, or social, and may involve verbal or
physical confrontation. On the other hand, grievance refers to a specific complaint or
dissatisfaction that an individual or group has about something they feel has been done
wrong to them. A grievance (from Latin gravis 'heavy') is a wrong or hardship suffered, real or
supposed, which forms legitimate grounds of complaint.

12. Conflict Management
Conflict management is a ‘soft skill’ that enables identifying disputes or issues at the
workplace and taking appropriate steps to resolve them. It is one of the most in-demand
leadership skills that involves dealing with perceived incompatibilities or disagreements
resulting from different opinions, goals, and needs.

13. Causes of Conflicts
• Personal values: Principles and beliefs that help us to differentiate between “good” and
“bad.”
• Perceptions:
•Conflicting goals
• Power dynamics
• Communication style: Poor communication can cause one party to misunderstand or
misconstrue the words or actions of another.
উপলব্ধি

14. Perception
Perception in psychology is the sensory experience of the world, which includes how an
individual recognizes and interpret sensory information.

15. Consequences of Conflicts
• Hurt feelings
• Resentment and frustration
• Loneliness and depression
• Passive aggression
• Increased stress and stress-related health problems
• Low morale
• Reduced productivity
• Staff turnover
For smooth functioning of an organization, conflicts should be resolved as soon as possible.
বিরক্তি

16. Skills Required To Manage Conflict
Empathy:
It is important to put yourself in others’ shoes and understand how they are feeling and
thinking, to effectively manage conflict. Empathy can be expressed through showing
compassion and kindness to others, recognizing verbal as well as non-verbal cues, and
understanding that others can have different perspectives on the same matter.
Speaking Softly:
It would be helpful to put across your thoughts and feelings gently, and speak softly and
kindly. This could decrease defensiveness in the other person and make the conversation
less hostile. Voice intonation plays a role here. Maintain an appropriate pitch of voice, not
extremely loud and not extremely soft. It should be at an optimum and clear level.

17. Apologizing:
Apologizing to a partner, friend or co-worker and meaning it completely goes a long way in
conflict resolution. It makes the other person feel valued and the conflict can sometimes be
resolved through the simple act of apologizing.
Patient Listening:
Listening to the other person patiently and not interrupting them while they state their side
of the story is essential. This could make the other person feel heard and seen, and they
might then do the same for you.
Communication:
Active listening and understanding the other person’s point of view and communicating that
understanding help in resolving conflicts. Non-verbal communication is as important as
verbally communicating thoughts and feelings.

18. Respecting Others:
Giving others’ respect refers to respecting their perspectives, even when you don’t agree
with them, respecting their space and being patient and adaptable.
Problem-Solving and Creativity:
Collaborating and making decisions together that benefit both parties could be a great way
to resolve conflicts.
Honoring Differences:
No two people are alike. Everyone has different goals, perspectives, beliefs and thoughts. It is
important to honor differences, in terms of cultures, personalities and talents.

21. Conflict Handling
Fundamental features of conflict management includes resolving the conflict by blending of
force, and mutual understanding.

22. Competing
This is a win/lose situation, and both side fight for the best, and dominance and power
determines the winner of the competition. This approach can be used when the other
methods have been tried and failed, in emergency situations and when immediate
decisions and action are needed, which does not appropriate for discussion and
negotiation.
Collaborating
It is a win/win situation when both sides work together to find a resolution. A collaborating
conflict management style demands a high level of cooperation from all parties involved.
Individuals in a dispute come together to find a respectful resolution that benefits
everyone. Collaborating works best if there is plenty of time and both parties are on the
same power level.

23. Avoidance:
his style of managing conflicts is low in assertiveness and cooperativeness. This is a lose/lose
situation for both sides as both sides avoid each other or the issue altogether. The issue will
not be addressed, and it will remain unsolved. This approach is best used when the issue is a
minor one and passing time helps the issue to be resolved. But may flare-up if the
magnitude of issue is misunderstood.
Accommodating:
This is a lose/win situation where one side gives to the other side in order to maintain
peace. An accommodating mode of conflict management tends to be high in cooperation
but low in assertiveness. This style works when relationship with roommate, partner, or
child is more important than being right.

24. Compromise:
This is when both sides agree to meet in the middle, and it may not be ideal, but it can often
be necessary in order to avoid further escalation or deadlock. The main purpose of this
approach is to find common ground and maintain the relationship.
This approach is best used when an agreement is needed between two parties with equal
power.