In handling conflicts, especially the ones related to the professional activity, one should look at them from different standpoints according to various models in order to diagnose the conflict correctly and single out favorable ways of its solution. According to Gary Furlong, there are 8 main conflict models relevant for disputes handling: the circle of conflict model, the triangle of satisfaction, the dynamics of trust, the dimensions model, the social styles model, moving beyond conflict, the boundary model and the interest/rights/power model (Furlong). Let us analyze the given conflict from the point of view of the last two.
Boundary Model
As it is stated in the case description, the group of employees working for the financial institution was informed that they would have to work hard in order to get promotion and recognition. The growth of the clients’ base preconditioned the need for more specialists employed in the company. As a result, our group of workers had to train new employees finding themselves in equal conditions with them in the long run. In other words, the long-term workers of the company seem to have no privileges in comparison to the new ones. As the company management stays quite to their demands for recognition, the workers have chosen another form of “protest” and are now on strike. Diagnosing this conflict from the boundary model point of view, one might need more context of the situation. It is unclear if there were certain behavior boundaries established for them by the management. But probably not. For example, the management might have failed to specify to what extent they should improve their work performance to get recognition and salary increase. Except that, it should be made clear if the old-timers had any additional payments for undertaking training of the newcomers. In case they did, the approach of the management seems to be at least legitimate if not fair enough. At the same time, the demands of the old workers are reasonable from the point of view of general social norms as it is commonly accepted that one gets a reward for consistent and conscientious work. So in this case, the old-timers should have received some additional bonuses (e.g. money reward or additional days-off). As the boundary model focuses on the acceptance or rejection of the established boundaries and standards, we could assume that the old-timers are rejecting the boundaries provided by the management, i.e. equal conditions for both experienced company employees and newcomers.
Interests/Rights/Power Model
This model, in contrast to the previous one, is focused on the ways of disputes resolution than their origins. This approach includes three conflict resolution methods: interest-based focusing on the interests of the parties to be promoted, rights-based focusing on the rights and legitimate norms, and power-based granting the key place to power in resolving the conflict) (Brett). Using the interest-based approach, the group of workers and management should negotiate in order to find a solution to the conflict that would suit the interests of both. For example, it is unfavorable for the company’s performance that its efficient and qualified workers are on strike. It is obvious that these workers are of certain value for the company as they have been working there for a long time performing their duties appropriately. As these people may bring many benefits to the management in the future as well, managers should negotiate and offer them suitable conditions that would encourage them to continue working hard. For instance, the interests of the workers’ party could include a salary increase, some occasional money bonuses, the privilege to choose the period for the leave and so on. Naturally, management’s interests imply high-quality performance of the workers and readiness to undertake training of more newcomers in case of the company’s further growth. All these interests should be negotiated in order to achieve the solution suitable for both parties.
Speaking of the rights-based resolution method, it becomes unclear if the workers’ demands are legitimately reasoned. Probably, they would come across some obstacles appealing to their rights as legal norms established in the company presuppose no difference in payment and treatment of old-timers and newcomers. At the same time, they could address the national workers union and seek its support in defining their rights clearly.
In the power-based method, there is a possibility to involve the third competent party that would be granted the power to offer its resolution option. In our case, it could also be the workers union representatives and lawyers who have more power and qualification for resolving the dispute.
Taking into account the theoretical base, we can say that these two models can serve together in diagnosing and solving the conflicts, one of them being a useful tool for clarifying the origins of the conflict and another being a kind of algorithm for its resolution. As a conclusion, it is reasonable to suppose that the conflict can be successfully resolved on the interest-based level if both parties are willing to negotiate and accept the conditions offered in order to achieve favorable resolution and high working performance.